MALI SUB-NATIONAL GOVERNANCE PROGRAM

Year 4 FY2019 Q3 Quarterly Report April 2019–June 2019

July 2019

This publication was produced for review by the United States Agency for International Development. It was prepared by Tetra Tech.

This publication was produced for review by the United States Agency for International Development by Tetra Tech, through USAID Contract Number AID-688-C-16-00003, Mali Sub-National Governance Program.

This report was prepared by:

Tetra Tech 159 Bank Street, Suite 300 Burlington, Vermont 05401 USA Telephone: (802) 658-3890 Fax: (802) 495-0282 E-Mail: [email protected]

Tetra Tech Principal Contacts:

Kadidia Dienta, Chief of Party Nigel Thomson, Project Manager

Photo: Malian singer Djeneba Seck sings about women’s political participation at Mali SNGP’s Annual Review. All photos Mali SNGP unless otherwise noted.

TABLE OF CONTENTS

TABLE OF CONTENTS ...... I ACRONYMS AND ABBREVIATIONS ...... II PROGRAM OVERVIEW ...... IV EXECUTIVE SUMMARY...... V Constraints/Challenges ...... vi 1.0 QUARTER 3 ACTIVITIES, ACHIEVEMENTS, AND IMPACT ...... 1 1.1 NATIONAL-LEVEL EVENTS AND CONTEXT ...... 1 1.2 REGIONAL TECHNICAL SUPPORT AND SUPPORT TO DECONCENTRATED SERVICES...... 2 Support for Resource Mobilization ...... 3 Support for Regional Development Planning ...... 5 Assistance to Territorial Collectitivities, ADRs, CADDs, and Civil Society Organizations ...... 6 1.3 Y4 WORK PLAN ACTIVITIES AND PROGRESS TOWARDS RESULTS ...... 9 Component 1...... 9 Component 2...... 18 Component 3...... 24 Gender-Related Activities: ...... 26 1.4 RESULTS ...... 28 Regional Analysis: ...... 28 Learning Questions ...... 30 2.0 COORDINATION ACTIVITIES ...... 35 3.0 SUCCESS STORIES ...... 37 4.0 MONITORING AND EVALUATION ...... 39 5.0 MANAGEMENT AND ADMINISTRATIVE ISSUES ...... 46

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) i ACRONYMS AND ABBREVIATIONS

ADR Agence de Développement Régional (Regional Development Agency) ANICT Agence Nationale d’Investissement des Collectivités Territoriales ASACO Community Health Association BVG Bureau du Vérificateur Général CADD Cellule d’Appui à la Décentralisation et à la Déconcentration CARFIP Cellule d’Appui à la Réforme des Finances Publiques CEP Civic Engagement Project CFCT Centre de Formation des Collectivités Territoriales CGS School Management Committee CGSP Contrôle Général des Services Publics CLOCSAD Regional Consultation Board on Development Actions COP Chief of Party COR Contracting Officer’s Representative CROCEP Regional Orientation, Coordination, and Evaluation Committees CROCSAD Regional Consultation Board on Development Actions CSO Civil Society Organization CT Collectivités Territoriales DCOP Deputy Chief of Party DGCT Direction Générale des Collectivités Territoriales DRG Democracy, Human Rights, and Governance FENASCOM Fédération Nationale des Associations de Santé Communautaire du Mali FERASCOM Fédération Régional d’Associations de Santé Communautaire GIE Economic Interest Group GM2i Integrated Communal Management Interface GOM Government of Mali GSB Groupe de Suivi Budgétaire ICBB Interco Bana Baniko IKMS Institutional Knowledge Management Specialist IP Implementing Partner JCI Jeune Chambre Internationale MEF Ministère de l’Economie et des Finances MDRE Ministère de la Décentralisation et de la Réforme de l’Etat MOE Ministry of Education MOH Ministry of Health MSI Management Systems International NGO Nongovernmental Organization PDESC Plans de Développement Economique, Social et Culturel PFM Public Financial Management PGP Programme de Gouvernance Partagée PMAQ Minimum Quality Package PPP Public Private Partnership PROF Support Project for Basic Education PSDR Regional Development Strategic Plan RDCB Regional Development Consultative board RBM Results-Based Management SDG Sustainable Development Goals SIRA Selective Integrated Reading Activity

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) ii SCCS Accounts Section of the Supreme Court SNGP Sub-National Governance Program SSGI High Impact Health Services TA Technical Assistant TDRL Regional and Local Development Tax ToR Terms of Reference TOT Training of Trainers UNICEF United Nations Children’s Fund USAID United States Agency for International Development WILDAF Women in Law and Development in Africa

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) iii PROGRAM OVERVIEW

The Mali Sub-National Governance Program (SNGP) is the fourth generation of a decentralization and local governance support program funded by the United States Agency for International Development (USAID) in Mali. SNGP follows the shared governance project called Programme de Gouvernance Partagée (PGP) and PGP2 (2003–2012), implemented by Management Systems International (MSI) and the Women in Local Governance Project that was implemented by a consortium of Development and Training Services (DTS) and Winrock International (2003–2005). Mali SNGP is a five-year, 22-million US dollar program (based on an execution of a two-year option period following the third year of successful implementation of activities achieving program objectives). The overall goal of the Mali SNGP is “to advance Mali’s decentralization process by creating and institutionalizing effective financial and asset management procedures, containing corruption, and improving overall operational efficiency in the management of Mali’s financial resources between Bamako and the regions, thus ensuring that public funds intended for decentralized services are delivered effectively and transparently.” To this end, the program focuses on Public Financial Management (PFM) as a catalyzing theme, and consists of three major interrelated components with cross-cutting encouragement and implementation of gender integration throughout all three components: (1) strengthen national and regional PFM systems; (2) improve coordination and communication between national and sub-national governments and civil society; and (3) improve the capacity of the Contrôle Général des Services Publics (CGSP) to conduct performance audits that meet international standards, and to monitor public spending and service delivery at national and sub-national levels. Since February 9, 2016, when USAID/Mali awarded Tetra Tech the three-year contract, Mali SNGP engaged in laying a strong foundation of collaboration with the then-Ministry of Decentralization and State Reform1 through its Direction Générale des Collectivités Territoriales (DGCT) and senior staff within sectoral ministries, such as the Ministry of Health; Ministry of Education; Ministry for Family; Ministry for Children and Women’s Promotion; Ministry of Economy and Finance; CARFIP; CGSP; Agences de Développement Régional (ADRs); and Conseils Régionaux in Bamako, Sikasso, Kayes, Kidal, Mopti, Koulikoro, Gao, Tombouctou, and Ségou. An Option Period of 2 additional years for the implementation of project activities was awarded on 28 March 2019. The approach to program implementation is based on the Theory of Change that identifies key barriers to decentralization. Mali’s political environment is characterized by lack of capacity and accountability, poor intergovernmental coordination, weak communications between national and sub-national governments and civil society, and equity deficits. To overcome these shortcomings, Mali SNGP supports USAID’s new Democracy, Human Rights, and Governance (DRG) Strategy to “support the establishment and consolidation of inclusive and accountable democracies to advance freedom, dignity, and development.”

1 The name of the project’s line ministry counterpart has changed following repeated cabinet shakeups. The project’s current anchor ministry is the Ministry of Territorial Collectivities, created following the last cabinet reshuffle. The other new ministry, the Ministry of Local Development, is the anchor of the ADR. The project continues to work with the DGCT, which reports to the Ministry of Territorial Collectivities.

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) iv EXECUTIVE SUMMARY

On March 28, 2019 Mali SNGP was officially awarded two additional option years taking the program to February 8, 2021. A revised work plan was subsequently approved that provides for the implementation of activities through Quarter 2, Year 5. This quarterly report details the activities implemented during Quarter 3, Year 4. Quarter 3 was marked by significant activities including a workshop immediately following the option period award to validate and expand Mali SNGP’s Theory of Change – Activity 1 of the Year 4/Option Period Work Plan - that serves as the foundation of the program. The workshop identified key results that facilitate decentralization as well as contextual challenges that need to be overcome to achieve those results. A key output of SNGP’s Theory of Change workshop was the creation of Learning Questions that will allow the program to supplement quantitative data with qualitative sources to contextualize how and why certain activities were successful for each component and allow the program to monitor and adapt program activities if needed. The intent is to provide clear pathways to sustain, spread, and possibly scale up SNGP successes. During this quarter, Mali SNGP continued its efforts to support the Government of Mali (GOM) to advance decentralization and regionalization. Activities focused on resource mobilization, trainings to build the capacity of stakeholders to analyze local governments’ budgets, public hearings to provide a transparent process for the public review of financial reports, and support to improve the transfer of resources from the State to the regions in the health and education sectors. Mali SNGP continued to work with the GOM to build the capacity of the government’s audit institutions. Highlights from the quarter include:

• Presented Mali SNGP’s Year 3 Annual Review to the GOM and other stakeholders to review the implementation of program activities, results achieved, and plans for Year 4. • Revised the program’s Theory of Change at a workshop with 52 participants. This workshop provided the opportunity to analyze the strengths and weaknesses of the program’s Theory of Change, to reformulate it and make it valid in the current implementation context. • Reviewed and vetted data collection tools with stakeholders for the study of potential resources in the Health and Education sectors. • Initiated the recruitment of Field Agents to support the program’s activities in the four demonstration regions (Ségou, Sikasso, Mopti and Kayes) and reassignment of the Technical Assistant in Kidal to the newly created Diola region. • Trained elected officials and personnel of Bamako-based Territorial Collectivities (CTs) (67 participants, including 17 women) and Gao-based CTs (65 participants including 5 women) in PFM for increased citizen participation, transparency, and accountability. • Conducted public hearings on the financial records and reports of CTs in 4 regions (Ségou, Kati, Sikasso, and Dioïla). Reaching more than 607 participants, these public hearings provided the opportunity for elected officials to present the communal council’s management report for the year 2018 and receive questions and comments from civil society organizations and other stakeholders. • Produced the Resource Mobilization Pilot Manual that is the first step in identifying the pilot

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) v activities to increase CTs mobilization resource capacity. The pilot programs will improve tax/user fee administration processes, revenue forecasting, and revenue collections. • Conducted a Needs Assessment and Validation Workshop to identify training needs for women in decision-making positions in the Malian Civil Service. During the workshop, participants (13 in total including 4 men) prioritized their interest in different themes such as Gender and Development, Leadership, Citizen Participation and Accountability, and Gender Sensitive Budgeting in the context of decentralization and regionalization. • Established in coordination with local officials the Regional Development Consulting Board in Kayes to review resources transferred from the central State to SNGs in the education and health sectors. Fifty participants reviewed transfers from 2016 to 2018 and made recommendations to address challenges in the fund transfer and management process. • Organized an extraordinary session of the Regional Consultation Board on Development Actions (CROCSAD) in Kayes to validate the Regional Strategic Development Plan (PSDR) and the Regional Development Plan of Kayes (PDRK or regional PDESC) that will allow for a transparent planning process and provide better opportunities to secure funding. • Trained 30 CGSP inspectors from 16 ministerial departments in performance audits during a five-day workshop. • Held a Town Hall meeting on the added value of audits in PFM in Dioïla that introduced 131 mayors/participants (including 16 women mayors) to the basics of the audit process and its importance in managing public funds. In addition, members of the Interior Inspectorate specifically made recommendations to the mayors for managing public finances within their communes. • Conducted three supervision missions (pilot audit missions) with the Interior Inspectorate in Masigui, Niena, and Kayes on good governance practices at the commune level (based on the management guide on CTs), maintaining civil records properly, and procurement procedures at the commune level. • Conducted Training of Trainers (TOT) sessions for the Education Commission and selected school management committees (CGSs) in the decentralized management of schools. In coordination with Selective Integrated Reading Activity (SIRA), Mali SNGP conducted a workshop on April 29 to May 2, 2019 to build the capacities of trainers in the decentralized management of schools. More information on Quarter 3 activities can be found in the sections below.

CONSTRAINTS/CHALLENGES During the third quarter, changes in the Malian government continued to affect Mali SNGP implementation. A new cabinet was formed on May 5, 2019 with the aim of stemming the bloodshed following inter-community violence in the Mopti Region that claimed hundreds of lives over the past several months. The new Cabinet has 38 members, which is six more than the previous cabinet. The Ministry of Territorial Administration and Decentralization, the line ministry of Mali SNGP, was entrusted to Boubacar Alpha Bah, former Mayor of Commune V in Bamako, and current President of the Malian Municipalities Association. The cabinet reshuffle eliminated the Ministry for State Reforms and Transparency, the line Ministry of CGSP, thus putting CGSP back under the supervision of the Prime Minister. This is potentially positive as it may provide a more amenable environment for

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) vi implementing the audit recommendations. Unfortunately, the number of women in the Cabinet decreased from 12 to 9 despite the increase in Cabinet positions, thus technically violating Quota Law 052 that imposes a minimum of 30% of either sex at nominative or elected positions. The new government is tasked with speeding up the implementation of the Peace and Reconciliation Agreement, organizing the revision of the constitution, holding legislative and regional elections, and containing the security crisis. On the initiative of the newly appointed Prime Minister, Dr. Boubou Cissé, the government of Mali and several political parties signed a political agreement on governance to promote inclusive political dialogue with a view to ending the crisis in Mali. The ability to respond to the larger mandates remains to be seen. The security situation in the North and Central parts of the country continues to challenge the implementation of planned program activities. In the Mopti region, hundreds of Malians have died in inter-community clashes, which prevents travel and activity planning in certain parts of the Region, particularly the Cercles of Youwarou, Tenenkou, Douentza, and Bankass. Moreover, targeted assassinations and kidnappings of local officials in Tombouctou required the program to postpone some of its activities under the recommendation of the Tombouctou Regional Council. In Kayes, management issues at the Regional Council resulted in the cancellation of the proposed public hearing on the financial records of the Regional Council. To address these challenges Mali SNGP continues to troubleshoot to find solutions including reprogramming postponed activities in more secure locations and bringing in participants from the higher risk regions.

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) vii 1.0 QUARTER 3 ACTIVITIES, ACHIEVEMENTS, AND IMPACT

1.1 NATIONAL-LEVEL EVENTS AND CONTEXT Mali SNGP and partners review of the program’s Year 3 activities implementation: On May 23, 2019 Mali SNGP held its Annual Review meeting to share the achievements and challenges of the program during Year 3 with partners and highlight plans for the remaining years. Under the chairmanship of the Minister of Territorial Administration and Decentralization, the program’s 2018 annual review was attended by the U.S. Ambassador, Mali SNGP’s Chief of Party (COP), the Mayor of Bamako’s Commune 3, and 120 participants from Mali SNGP’s partner organizations including USAID-funded projects, the Mali Government’s ADRs, Deconcentrated Technical Services (CADDs), as well as local Civil Society Organizations such as CGSs and Fédération Nationale des Associations de Santé Communautaire du Mali (FENASCOM). In his remarks, the US ambassador emphasized the availability of USAID through Mali SNGP to support the Malian government to “If citizens get quality basic social strengthen the link between the central State and citizens to services paid with public money, then improve the quality of governance through greater transparency in they will be more willing to pay their public funds management. The ambassador emphasized the need taxes.” – Dennis B. Hankins, US for taxpayers to benefit from basic social services paid for with Ambassador to Mali their taxes. SNGP Annual Review During her address at the opening ceremony, Mali SNGP’s COP gave an overview of the project's major activities in 2018 and called on stakeholders to “accompany the decentralization process with strict observance and implementation of legislative texts and decrees governing the transfer of powers/responsibilities and resources to Territorial Collectivities.” The representative of the Minister of Territorial Administration and Decentralization thanked USAID and the American people “for their continued support to Mali's efforts in placing democracy and the rule of law on a firm footing through decentralization and regionalization.”

The annual review was also an opportunity for Mali SNGP to publicly present the live theatre and songs developed this quarter on the program’s advocacy themes to disseminate the government’s financial records and Quota Law 052 on gender representation in government.

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) 1 Participants recognized Mali SNGP’s contribution in promoting good governance, transparency, accountability, and citizen participation in public finance management at the local level. Recommendations from stakeholders for the Option Period include:

• Provide technical assistance to CTs, particularly those effected by the country’s ongoing security crisis, to develop their Plans de Développement Economique, Social et Culturel (PDESCs); Famous Malian singer Djénèba Seck and her group • Involve village chiefs in SNGP training singing about the application of tQuota Law 052. Photo: sessions and improve their understanding Mali SNGP/Dramane Darave of their roles and responsibilities in a decentralized system of governance; • Support the transfer process of resources from the central State to the CTs; • Support Transitional Colleges and Interim Authorities of the northern regions in holding consultative boards with emphasis on the related transfer of powers/responsibilities and resources; • Track and follow up on field audit recommendations; • Support CTs mobilize resources; and • Provide more details on the classification of regions, particularly on differences noted between regions. Mali SNGP technical staff presenting program’s achievements to participants. Photo: Mali SNGP/Dramane Most of the stakeholders’ recommendations were Darave incorporated in the Year 4/Option Period Work Plan.

1.2 REGIONAL TECHNICAL SUPPORT AND SUPPORT TO DECONCENTRATED SERVICES Mali SNGP provides technical support to the ADRs established in Sikasso, Kayes, Koulikoro, Segou, Mopti, Tombouctou, Gao, Kidal and the District of Bamako as well as to the CADDs (deconcentrated services) of Education, Health and Economy, and Finance by embedding Technical Assistants (TAs) in each locale. Figure 1.1 illustrates the number of days of technical assistance that was provided during the quarter disaggregated by subject areas. Sixty-three percent of the technical assistance covered Education, Decentralization (consulting boards, CROCSADS, and meetings reinforcing decentralization), and Public Finance (analysis and public hearings on CTs financial accounts, and PFM). The significant number of days provided in the education sector reflects the substantial support that the TAs provided to the CADD Education by working with the Ministry and collaborating with partners and donors. In addition, the program supported resource mobilization efforts that included identification and

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) 2 organization of market operators and activities related to raising revenues within collectivities, and in development planning through the PDESCs.

Figure 1.1: Indicator 1.8 Number of days of Technical Assistance provided to partners at national and sub-national level (GSB, WILDAF, ADR, CR, Technical Services)

During the reporting period, 63% of TA was related to activities in Education, Decentralization, and Public Finance sectors.

128 140 120 100 76 66 80 60 28 40 4 20

# days # of support 0

Service type provided

During Quarter 3, Mali SNGP’s embedded TAs identified needs in their regions and provided technical support to the CTs, ADRs, CADDs, and Civil Society Organizations (CSOs). Highlighted throughout this report is the recurrent theme voiced by the stakeholders regarding the need to increase revenues at the local level. This is the result of increased capacity of governments and citizens to analyze government budgets and become more involved in reviewing budgets and understanding their link to development needs. The program provided technical assistance to help localities gather information including census data and statistics on taxable entities to set the stage for further efforts towards raising needed revenues. The TAs also provided assistance to the ADRs in their efforts to address planning efforts, with a specific focus on PDESC development and training local facilitators in the development of PDESCs. The TAs embedded in the CADDs were central to activities that improved understanding and built capacity regarding the mobilization, responsibilities, and management of resources transferred from the State. The following activities highlight the technical support provided in the regions.

SUPPORT FOR RESOURCE MOBILIZATION Due to a lack of information on taxable citizens and communal statistics on taxable entities, the urban Restitution ceremony of the results of the census on commune of Ségou has struggled to collect taxes. the taxable population. Photo Mali SNGP/Mariam Traoré Only about one million FCFA per year in Regional and

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) 3 Local Development Tax (TDRL) was collected, which means the commune received only five to six million FCFA from the Agence Nationale d’Investissement des Colléctivites Territoriales (ANICT). This amount is insufficient to cover the needs of the urban commune. Through the ADR-Ségou, the program’s embedded TA provided technical assistance to help the urban commune of Segou develop the tools to conduct an assessment that was completed on May 2, 2019; the results were presented to the “chefs de quartiers - neighborhood chiefs”. The assessment showed that there are approximately 34,341 taxable families and the potential to mobilize an estimated of 84,597,350 FCFA annually. This includes resources such as: Road Tax, Tax on Land Activities, Office Tax, and Regional and TDRL. On April 6, 2019 the TA assisted the ADR-Sikasso in organizing a validation workshop on the census data collected from stakeholders on the markets in the rural communes of Kaboila and Finkolo. Sixty workshop participants, including 11 women, validated the Tax Potential Directory and the price of market tickets. The directory identifies market participants (names and surnames), the products sold, the village of origin, and categorizes them into wholesalers, retailers, window dressers, street vendors, transport vehicles, tricycles, and restaurants. The budgets for the two CTs, Tax Potential is estimated at about 5 million FCFA for the rural commune of Kaboila and 2 million FCFA for the rural municipality of Finkolo. In May, the TA for Sikasso conducted a mission to identify and organize weekly market operators in Economic Interest Groups (GIE) in Kaboila and Finkola communes. For each market, the mission met with village cooperatives, village associations, customary authorities and members of the market management board, reaching 1,579 market operators. Based on the provisions of the Uniform Act on Commercial Companies and Economic Interest Groups adopted by the Organization for the Harmonization of Business Law in Africa, the discussions focused on the advantage of organizing market operators in GIEs rather than associations. GIEs will assist the communes in increasing their resource mobilization capacities as they will manage the tax collection and transfer the taxes to the mayor. The last step is training the GIEs on managing vendor fees (specifically on accounting, investment, and recovery), accounting tools (payment statement, revenue, and expenditure statements), administrative and financial management of collected fees, and internal monitoring and management. As part of its assistance mission to the territorial collectivities, a Mali SNGP’s TA supported ADR- Koulikoro and 20 CTs during the census of taxable sources. To have a baseline and finalize the Terms of Reference (ToR) for this activity, Mali SNGP’s embedded TA provided assistance in the collection and analysis of the CTs’ financial accounts. As a result, nine CTs were able to produce their financial reports. The ToR for the census on taxable sources of 21 municipalities/communes will be finalized for submission to Mali SNGP. This assessment of taxable sources aims to boost the rate of resource mobilization (taxes, user fees) to ultimately provide more and better services to citizens. The analysis of the recommendations from the 2017 and 2018 editions of the Regional Orientation, Coordination and Evaluation Committee (CROCEP) of the Health and Social Development Program revealed that the mobilization of tax resources transferred from the State to Subnational Governments in the Kayes region creates a bottleneck for the delivery of health services. To compensate for this deficit, the Regional Federation of Community Health Associations (FERASCOM) has requested the technical assistance of ADR-Kayes. In that context, Mali SNGP embedded TA met with the president of FERASCOM and the Regional Directorate of Social Development to define the ToRs for an information, sensitization, and dissemination workshop of the guide on mobilizing tax resources transferred from the State to the TCs in the health sector. This activity will involve the Regional Directorate of Health (DRS);

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) 4 the Regional Directorate for Social Development (DRDS-ES); ADR; FERASCOM and its branches. The embedded TA drafted ToRs for the workshop that were reviewed by the parties involved.

SUPPORT FOR REGIONAL DEVELOPMENT PLANNING The embedded TA in Koulikoro facilitated a meeting during which the assistance of ADR-Koulikoro was requested by the communes of Keme Kafo, Massigui, N'Golobougou, N'Garadougou, Degnekoro in the cercle of Dioïla for the creation of an inter-collectivity association that will include collectivities from the Bougouni cercle. The creation of this inter-collectivity aims to protect the Baoulé River from dredging that will pollute the water and destroy aquatic fauna. The TA provided assistance to the participants detailing the mission and roles and responsibilities of the inter-collectivity. Participants decided that they will focus on increasing access to isolated areas, protecting the environment, promoting sanitation, and boosting local economic development. The inter-collectivity will be called Interco Bana Baniko (ICBB) and will be headquartered in Sénou, in Keme Kafo commune. The TA encouraged participants to ensure that women and youth are included when establishing the ICBB management committee. To strengthen the capacity of local and regional development actors in Segou, the TA provided technical assistance to the CTs in the operationalization of public-private partnerships (PPP). On April 9 and 11 the TA met with the Mayor’s Office of Segou and the Ségou Regional Council to identify and document ongoing private public partnerships. Originally the EU assisted with the establishment of PPPs, but the initiative stalled. Difficulties encountered included businesses’ lack of confidence in elected officials. The TA set out to identify ongoing PPP opportunities to revitalize the possibility of partnerships. Through the ADR-Mopti, the Mali SNGP embedded TA provided support from May 13 to 18, 2019 to the capacity building session for CTs and ADRs in the six regions of Northern and Central Mali (Tombouctou, Gao, Kidal, Ménaka, Taoudéni and Mopti) in planning and program management. During the training, Mali SNGP’s embedded TA shared her experience and insights with participants on local development project planning and management. This training session was organized by the DGCT and ADR-Mopti with the financial support of United Nations Multidimensional Integrated Stabilization Mission in Mali and chaired by a representative of the Governor of Mopti Region. The training session focused on various modules including the organization and functioning of CTs; Regional Development Agencies; Governance of CTs / Transitional Colleges / Interim Authorities; Financial Management of CTs; Regional and Local Development Project Management; Project Management; and Monitoring and Evaluation. As part of its technical assistance to the ADR, Mali SNGP’s TA participated in a work session to revise the PDESC of the urban commune Koulikoro to add two Sustainable Development Goals (SDG) related to education and health. The inclusion of the SDGs in the PDESC will help ensure consistency with partners’ priorities and help mobilize donor support for its implementation. During the work session, the embedded TA facilitated discussions on the methodology and strategies for conducting the revision. In addition, she provided technical support to the ADR’s Planning Manager during a coordination meeting with the technical staff of the Mayor’s office.

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) 5 In the context of its assistance to the ADR, the Mali SNGP’s TA in Segou facilitated training for 40 assistant facilitators to conduct village needs assessments in the process of developing PDESCs. Following the development of the first 10 PDESCs in 2018, ADR-Ségou launched the second phase for the development of 10 other PDESCs financed by Lux Development in nine communes of Ségou cercle, and a commune of Barouéli cercle. The training, conducted from June 13 to 15, 2019, aimed to Mali SNGP’s embedded TA provided technical introduce the 40 assistant facilitators to PDESC assistance to ADR to train assistant facilitators on needs assessments in PDESC development. Photo: development through facilitation techniques and ADR-Ségou needs assessment tools. During the training, Mali SNGP’s embedded TA shared her experience with participants on best practices regarding PDESC development and facilitation.

ASSISTANCE TO TERRITORIAL COLLECTITIVITIES, ADRS, CADDS, AND CIVIL SOCIETY ORGANIZATIONS In accordance with the program’s new orientations for the option period, Mali SNGP took steps to deploy the former ARD-Kidal TA to his new assignment in the cercle council of Dioïla. An introductory mission was carried out on May 2-5. Dioila is among the seven Cercles of the Koulikoro region, that is now identified as its own region. The establishment of the new ADR in Dioila will take time. Koulikoro will continue to provide technical assistance to the Dioila collectivities. The embedded TA will work from the cercle council of Dioïla and will support local development efforts in all of the 23 communes of the cercle. To facilitate this move, Mali SNGP Team Leader Component 1 and the ADR- Koulikoro Director introduced the embedded TA to the elected officials and personnel of the cercle council of Dioïla, and the communes of Kaladougou (Dioïla), Guegneka (Fana), Wacoro and Nangola. The delegation had work sessions with the deconcentrated technical services (Regional Education Directorate, Pedagogical Animation Center), CSOs (CGS, FELASCOM), and local partners/NGOs operating in the cercle of Dioïla. Discussions with the local officials and development actors led to the following observations that are potential areas for support including:

• Poor control of taxable sources by the collectivities of the cercle. (A request for support has been sent by the municipality of Wacoro to ADR Koulikoro); • Difficulties mobilizing domestic resources by the local authorities of the cercle such as the TDRL and other taxes/fees; • Difficulties managing income-generating infrastructures (équipements marchands) such as the bus station in Nangola or the weekly market of Dioïla. • Weak collaboration between the communal council and CSOs involved in managing the health and education sectors and the planning and management of funds transferred from the State budget to CTs. In Tombouctou the embedded TA provided technical assistance to the ADR in carrying out a capacity building session for elected officials, local government support personnel, and ADR staff on decentralization and regional development. Held from May 15 to 17, ADR leadership and an expert of the DGCT conducted this training; it covered organization and functioning of CTs, Regional

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) 6 Development Agencies, and Governance of Subnational Governments/Transitional Colleges/Interim Authorities. The embedded TA also seized the opportunity during this training session to inform the mayors of the urban communes of Goundam, Diré, Niafunké and Rharous about Mali SNGP’s support activities to CTs in resource mobilization and the establishment of the communal management tool, GM2I. As part of its technical assistance to CTs in collaboration with ADR, the TA in Gao facilitated an information and exchange workshop on the emergency plan and the primitive budget of Almoustarat district. This activity aimed at strengthening the capacity of members of the transitional college of Almoustarat on their roles and responsibilities in the management of the CT. As a newly created Territorial Collectivity, the district of Almoustarat has not yet elected its official representatives and lacks basic administrative, political, and social infrastructure. It is being managed by a transitional college whose members have limited knowledge on their missions set by the peace agreement of Algiers. Discussions during the workshop focused respectively on the emergency plan and the budget of Almoustarat. The participants made recommendations including the designation of focal points for the five communes; increased collaboration with the State’s technical services (Prefects, Education, Health, Agriculture, and Culture) with the support of the Region’s Governor; regular information-sharing meetings to build the capacity of members of the transitional college; and public hearings to promote accountability to the population. On May 28, 2019, the embedded TA in Sikasso took part in the quarterly meeting of the technical and financial partners of the health sector bringing together the decentralized services including the Ministries of Health, Social Development, Women, Children and Family, ADR-Sikasso, and technical and financial partners. This meeting aimed to share the main health indicators of the Sikasso region over the previous quarter, develop a joint action plan to boost the indicators by the end of the year, and agree on a schedule for the working sessions of the thematic subgroups. As a result of the 2017 CROCEP’s recommendations, this meeting supported the implementation, monitoring and evaluation of the health sector policy, the development of synergies, and the preparation of strategic documents for the 2019 CROCEP of all health districts including Sikasso. Through this meeting, Mali SNGP evaluated the strengths and weaknesses of health entities (Community Health Associations (ASACO), FELASCOM and FERASCOM) in the management of the sector. As such, participants at the meeting recommended a diagnosis of the organizational capacities of ASACOs, FELASCOM and FERASCOM which will help improve financial decentralization and the management of resources transferred from the State to local governments in the health sector. CADD Education: During this quarter, support by the TA to the CADD Education included the following:

• Organized a workshop for community facilitators on building children's capacity in mathematics based on PMAQ (Minimum Quality Package) that aims to promote math for children ages 6-8 in public schools. The TA provided technical assistance to the CADD to draft and produce mathematics booklets for primary school children in grades 1 and 2 with the financial support of the Japanese Cooperation (JICA), another financial partner of the CADD Education.

• Trained the Deconcentrated Technical Services staff in the UNICEF Response Zone in the education sector (Regional Directorate of Education and Pedagogical Animation Center). The training strengthened the capacity of CADD Education staff working with UNICEF to set goals using a Results-Based Management (RBM)’s approach.

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) 7 • The TA facilitated a technical working session with UNICEF on their 2019 Plan de Travail Roulant (Rolling Work Plan). Meeting participants discussed collaboration prospects for 2019 regarding UNICEF-funded activities. After five years without collaboration, the technical support of the embedded TA was central in reinstating cooperation between CADD Education and UNICEF Mali on major activities to improve access to education. As a result of the TA’s assistance a study on the status on transferred resources from the State to CTs for routine maintenance of school buildings was successfully conducted. UNICEF is now committed to strengthen its partnership with the CADD Education. For year 2019, UNICEF invited the CADD Education to update its funding requests in line with UNICEF objectives and focus. CADD Health: The embedded TA/CADD Health had a working session with the Finance and Asset Directorate of the Ministry of Education along with the USAID Health Policy Advisor. Discussions focused on the salary mechanism of Community School Teachers with the aim to replicate the system to pay Community Health Workers (CHWs). This mechanism will allow Community Health Workers to receive partial compensation from the central State (possibly supplemented by the community), thus ensuring the sustainable provision of quality health services to the communities. The TA provided assistance to the CADD Health to develop a draft Inter-Ministerial Order between the Minister of Health and Social Affairs, Minister of Economy and Finance, and Minister of Territorial Administration and Decentralization, outlining the procedures for administering the State subsidy granted to CTs for operating health entities. The need for such a Decree is due to the fact that despite the existence of a resource mobilization guide that outlines how funds are transferred to CTs in the health sector, difficulties persist such as:

• Mismanagement of transferred funds by the actors involved in the mobilization procedure (the funds are not used for the implementation of planned activities); • Non-notification of annual budget provisions to the authorizing officers and administrators for the implementation of health entities activities; and • Delay in the procedures for the mobilization, use and justification of transferred funds. This Inter-Ministerial Order was initiated to alleviate these difficulties with the aim to strengthen the existing mechanism for the management of funds transferred and clarify roles and responsibilities. CADD Ministry of Economy and Finance: The TA for the CADD MEF provided technical assistance in the preparation of a series of regional workshops for the dissemination of the resource mobilization guide and implementation of budgetary resources transferred to the CTs. The TA assisted with the scope of work and budget for the missions, which aimed to improve CTs and stakeholders’ budget management skills and provide them with a guide on the mobilization of the State resources transferred. Carried out on May 15, 2019, this activity included the financial technical services involved in the expenditure chain, the decentralized technical services of the transferred areas, the elected and technical staff of local authorities, and the representatives of the ADR and CSOs.

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) 8 1.3 Y4 WORK PLAN ACTIVITIES AND PROGRESS TOWARDS RESULTS In addition to the technical support provided by the embedded TAs, Mali SNGP provided technical trainings and support to the ADRs, deconcentrated technical services, local governments, CSOs, and other stakeholders through the work plan activities outlined below.

COMPONENT 1 Under Component 1, Mali SNGP’s activities over the previous quarter focused on strengthening the capacity of elected officials and staff of Technical Deconcentrated Services in Public Finance Management and the regional development planning process at the CT level. Public hearings were held in Segou, Koulikoro (Kati), and Diola on the Territorial Collectivities’ financial reports to provide information to the public on the finances of the local government and contribute to building trust and confidence between citizens and elected officials. During this quarter the program began the Field Agent recruitment process in view of the option period activities in demonstration regions, which will allow Mali SNGP to provide more technical assistance at the local level and ensure local governments can effectively undertake their responsibilities in accordance with decentralization laws. Activity 1: Evaluate and Revise the Program Theory of Change Output 1.1: Theory of Change Validation process and revised Program Indicators, as necessary. Revised Theory of Change: This Activity arose out of questions about the Theory of Change in the Mid-Term Evaluation. On April 9-10 Mali SNGP organized a workshop on its Theory of Change to examine the initial Theory of Change, analyze its strengths and weaknesses, and revise it to better reflect the current context of the country. A total of 52 participants from ministries and State technical services, financial services and control bodies, subnational governments, CSOs, and USAID implementing partners were present. On examining the initial Theory of Change, participants recommended updating the constraints relating to the “lack of political will” and the “lack of trust between the state and Subnational Governments” due to the fact that in recent years, major changes have been achieved in the decentralization context, notably the creation of institutions such as the High Council of Subnational Governments, the creation of the ANICT, the National Fund for Support to Subnational Governments, the transfer of resources to Subnational Governments, and the promotion of gender equity in the Quota Law 052 passed in 2015. In working groups, participants reformulated the Theory of Change by targeting beneficiaries, taking into account new contextual elements, identifying indicators, and reflecting on learning questions. They also identified risks to the implementation of the Theory of Change, including assessments of the hypotheses, risks with achieving objectives, external factors including the security and socio-political environment (elections, constitutional reform, conflict), and internal and organizational management A participant sharing the development process of a within Mali SNGP. A key output of SNGP’s Theory of Theory of Change. Photo: Mali SNGP/Dramane Change workshop was the creation of Learning DARAVE

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) 9 Questions that will allow the program to supplement quantitative data with qualitative sources to contextualize how and why certain activities were successful for each component. The Theory of Change was validated following a synthesis of the discussions and compliance with a validation checklist. The revision of the Theory of Change will set a new trajectory for Mali SNGP to successfully implement the Mali SNGP work plan for the option period. The workshop was also an opportunity for Mali SNGP to identify partners and develop relationships for future cooperation. Activity 2: Support Workshop on Regionalization Strategy Output 2.2: Mini Work Plan for the northern regions. In collaboration with all of Mali’s ADRs, the CADD, the deconcentrated technical services of the State, and the CTs, Mali SNGP held a special workshop with the ADRs of the Northern regions and Mopti to prioritize relevant activities given their security context. The Northern ADRs reviewed the work plan activities and selected activities that would provide the most added value and should be prioritized in their regions. In addition, the respective ADRs discussed an intervention approach given the inaccessibility in certain Cercles and communes in these regions and recommended group trainings particularly for capacity building of the Agents of ADRs and the technical services of the State and Communities. A finalized “Mini-Work Plan for the North” will be submitted in the next quarter. Activity 3: Recruit Technical Advisors (Field Agents) for Targeted Regional Councils Output 3.1: Up to 8 additional Field Agents embedded within ADRs, Cercles Councils or communes of Mopti, Ségou, Kayes, and Sikasso. Recruitment of field agents for Mopti and Segou, June 17-27: SNGP advertised the field agent positions for all regions during the quarter; trips to conduct interviews and carry out the recruitment are underway. The first mission took place in the Mopti region to recruit Field Agents for the ADR and for Bandiagara Cercle, with a second mission following in Bla and San in the region of Segou. The selection committee included Mali SNGP’s Administrative Director, the TA, and IKLMS Specialist, the ADRs, and the Cercle Councils. Mali SNGP partners lauded the inclusive and participatory nature of the process that will help to track and monitor the performance of the successful applicants. The selection process is taking longer than anticipated due to the need to coordinate with the Cercles and Communes, but mission trips are planned to Kayes and Sikasso and candidates will be selected and hired early in the fourth quarter. Activity 4: Conduct Study on Availability of Resources in Education and Health Output 4.1: Health and Education Sectors Resource Flow and Mapping Study (with recommendations and associated Strategy). Hosted Education and Health sector stakeholders to review and vet data collection tools for the study on potential resources in both sectors: Mali SNGP is conducting a study on the resources available in the health and education sectors to improve communities’ access to education and water in select regions. One international and two local consultants with expertise in health and education are conducting the study, which will map the flow of resources in the education and health sectors, analyze the respective budgets, identify key actors and management entities, as well as the process of transferring funds to the regional level. On June 27, 2019 Mali SNGP hosted education and health decentralization stakeholders (CADDs of the Ministries of Education, Health, and Economy and Finance) to review and vet the data collection tools

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) 10 for the study. The consultants reviewed the objectives of the study with participants and presented their intended methodology, the data collection tools, the list of national, regional, Cercle- and commune- level stakeholders to be interviewed, as well as the samples for data collection in the regions. The regions in the study are Kayes, Sikasso, Ségou, Gao, and the District of Bamako, while Mopti was dropped due to the security environment. Data collection in the field is scheduled to take place in July and August, starting with the District of Bamako. Where access will be an issue, data will be collected through Mali SNGP embedded TAs and the Advocacy Committees. The study will provide recommendations and strategies for improving resource mobilization and service delivery in the health and education sectors at the regional level and help to identify approaches to support CTs in this effort. Activity 5: Provide Technical Assistance to CADD Staff in the MOE, MOH, and MEF to Improve their Budgeting Processes Output 5.2 Technical Assistance provided to the CADD staff to develop a Monitoring and Evaluation Plan to assess performance of local entities. Provided technical assistance to CADD Education in the design of data collection tools for the monitoring of trainings delivered by CGS: Mali SNGP provided the following support to assist the CADDs in improving their planning, budgeting, and monitoring processes. Following the establishment and training of the first cohort of 1,113 CGSs through the Support Project for Basic Education (PROF) funded by the European Union, the Mali SNGP embedded TA provided technical assistance to CADD Education’s PROF team in developing data collection and analysis tools for monitoring the trained CGSs in the Kayes, Koulikoro, Sikasso, Segou regions and the district of Bamako. The monitoring tools will enable CADD Education to have reliable information on the effectiveness of the trainings delivered to the CGSs and the overall program and will contribute to the development of a larger Monitoring and Evaluation plan. Activity 6: Provide Technical Assistance to the MEF, MOE, MOH to Identify and Evaluate the Effectiveness of Human Resources and Financial Transfer to the Regional Level No activities took place this quarter but will resume in Quarter 4. Activity 7: Train Key Regional Actors in Results- Based Budget Planning/Implementation Output 7.2: 3 Workshops in 3 locations grouping all regions (Bamako, Mopti, Gao) in results-based budget planning/implementation Trained the elected officials and personnel of Bamako-based CTs in Public Finance Management: Mali SNGP in collaboration with ADR- Bamako and the Training Center of Territorial Collectivities (CFCT) conducted a training for elected Participants in a working group at the training officials and CT personnel from of the district of workshop of elected officials and personnel of Bamako on PFM on April 23-26, 2019. The training Bamako-based CTs on PFM. Photo Mali focused on program-based budgeting, financial control, SNGP/Fatoumata Haroun Traoré and the financial systems of the CTs. The training for 67 participants, including 17 women, strengthened the capacities of elected officials and personnel of municipalities on PFM for increased citizen participation, transparency, and accountability.

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) 11 The training was provided by a team of trainers composed of two consultants specializing in administrative and financial management of CTs recruited from the CFCT pool of approved trainers. The team was also supported by experts in program-based budgeting from the CFCT, the Public Finance Reform Support Unit (CARFIP), and national financial bodies including the Directorate General of Budget, the National Directorate of Treasury and Public Accounting, and the National Directorate of Financial Control. Participants received training on the concepts of program-based budgeting and the financial system of CTs as directed by the West African Economic and Monetary Union (UEMOA). They gained an improved understanding of the budgetary and accounting processes of CTs and acquired new skills in the analysis of the financial reports. This workshop is part of a series of regional training workshops on PFM, with earlier trainings held in Ségou, Kayes, Koulikoro, and Mopti. The trainings will build the capacity of elected officials and personnel of CTs on result-based budget planning and implementation. Organized a training workshop in Program-Based Budgeting in Gao: In support of the GOM’s efforts to promote efficiency and transparency in public finance management, Mali SNGP organized a training workshop in Gao on June 17-20, 2019 for elected officials and financial technical deconcentrated services in the Gao and Menaka regions. The training focused on the preparation and implementation of central State and Subnational Governments’ budgets. The training was facilitated by two national consultants and assisted by the Regional Director of Gao’s Financial The representative of Gao’s Governor chairing the Control Office and Mali SNGP’s embedded TA. opening ceremony of the training of elected officials Sixy-five participants, including 5 women, and Technical Deconcentrated Services in Program- Based Budgeting in Gao. Photo: ADR-Gao represented the Regional Council / Interim Authority and the Governorate; the presidents of Cercles Councils (Ansongo, Bourem, Gao and Almoustarat); prefects of cercles (Ansongo, Bourem, Gao and Almoustarat); Regional and Local Financial Services; and financial deconcentrated services (Health, Education, Hydraulics) at the regional and local levels (Gao, Ménaka). This training provided participants with the necessary skills to support CTs and the central State’s financial technical services in the planning and implementation of budgets using Program-Based Budgeting and RBM approaches. The training was an opportunity for participants to build relationships that will encourage collaboration in budget planning and implementation, thus facilitating improved development and service delivery. In addition, the CTs are better equipped to follow Malian law and Economic Community of West African States rules that govern government budgets and CTs. Mali SNGP embedded TA used the opportunity of this training to hold an information and awareness-raising session on the communal management tool GM2i, encouraging CTs to take ownership of it. Activity 8: Provide Technical Assistance to CADD/Health to Train Local Collectivities, ASACOs, and Health Management Committees on PFM and Laws Governing Health Management in a Decentralized System No activities took place this quarter but will resume in Quarter 4.

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) 12 Activity 9: Strengthen the Capacity of Territorial Collectivities and Deconcentrated Technical Services in Regional Development Planning Output 9.2: Hold one public hearing per region and in the District of Bamako on the simplified 2019 budget, and State Accounting Law and Administrative Accounts of territorial collectivities. Mali SNGP’s mandate during the base period included holding public hearings on regional budgeting and budget distribution processes at the regional level. In accordance with its Option Period implementation strategy, Mali SNGP is expanding activities to the Cercle and Commune levels. During the quarter Mali SNGP worked with the local governments to support a multi-step approach to strengthen their capacity in public finance management while simultaneously working with CSOs and other stakeholders on their ability to monitor development planning, expenditures, and resulting services. Mali SNGP supported the localities in holding workshops, public hearings, and press conferences on the local governments’ financial reports for Fiscal Year 2018 to provide opportunities for public review of the accounts. Supported Ségou urban commune in a press conference and public hearing on their financial reports and increased the capacity of CSOs to analyze the reports. On May 17, 2019 the program supported the Mayor’s office of the urban commune of Segou to hold a press conference on the financial statements of the urban commune (revenues, functioning expenditures and investments) and discuss difficulties and solutions related to domestic resource mobilization. This press conference was chaired by the Mayor in the presence of his deputies, the heads of technical services of the urban commune, representatives of Mali SNGP, and Groupe de suivi budgetaire (GSB). It was covered by 10 press outlets from the city of Ségou. “Most of the difficulties related to the implementation of Following the presentation of the financial reports by the Chief of decentralization have their roots in Finance Division of the Urban Commune, the Mayor took the floor the lack of communication and for a Q&A session with journalists. The questions focused on taxpayer awareness.” – Nouhoun suggestions to improve the presentation of the reports, difficulties Diarra, Mayor of Ségou Urban encountered in the mobilization of resources, and solutions to Commune Photo: Mali SNGP improve the urban commune’s domestic resources. The Mayor Staff reassured the audience about the availability of a short and user-friendly version of the financial reports that will be shared with journalists. Regarding the difficulties mobilizing resources and solutions to improve the urban commune’s local resources, the mayor mentioned the following points:

• Mining and quarry tax collection: Sandpit operators refuse to pay quarry taxes. However, the Mayor sought the support of the National Police to recover taxes to be levied against quarry and sandpit operators, amounting to 1,000 FCFA per truckload of sand. • Recovery of TDRL (Regional and Local Development Tax): The TDRL recovery is difficult because the legal basis for its collection is the census, which was last conducted in in 1998. However, a census of taxable sources was carried out with the support of Mali SNGP, the ADR, and Lux Dev, that shows the potential to collect 84 million FCFA per year. • Recovery of the Exit Tax: The removal of the Bamako exit gate under the West and African Economic and Monetary Union (WAEMU) directives caused a shortfall of around 3 million

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) 13 FCFA per month for the urban commune. With the support of the union of licensed transporters, the police and the gendarmerie, this tax is currently collected at the two entry gates of Ségou and represents about 66 million FCFA per year. The mayor of the Ségou urban commune praised the press for its vital role in the implementation of decentralization, because he says, “most of the difficulties related to the implementation of decentralization have their roots in the lack of communication and taxpayer awareness”. As such, a “Citizens Day” will soon be organized to create a spirit of competition between citizens and to build trust between elected officials and taxpayers. “The quality citizenship deserves to be maintained and strengthened,” he said. He calls on citizens to assume their duties by paying their taxes to facilitate the implementation of development actions A journalist asking the Mayor of Ségou a defined in the PDESC. question during the press conference. Photo: Mali SNGP/Dramane Darave The press conference allowed the media to review the financial reports at length and provided an opportunity to explain the financial status of the commune to the public. Following the press conference, an analysis workshop of the financial reports was organized in collaboration with Groupe de suivi budgetaire (GSB). Gathering 60 participants (including 17 women) from civil society organizations (Neighborhood Development Committees, Market Management Committees, FENASCOM, CGS, FERAH), local elected representatives and Mali SNGP partner organizations (SIRA and the Peace Consolidation Project), this workshop allowed the participants to review the reports’ components (revenue, expenses, investments) and then break into sector working groups: Health, Education, Gender, Youth, and Persons with Disabilities. The analysis of the reports by the participants revealed that despite the efforts made by Ségou’s urban commune in terms of resource mobilization, provision of basic social services, and investment, shortcomings were noted including: a large gap between forecasts and achievements on certain budget lines; a low domestic resources rate for the urban commune to the implement the budget; the needs of women, young people, and people with disabilities were largely disregarded; and a lack of information on the achievements made by the urban commune in the health sector. As a result of this analysis, participants recommended the following: improved TDLR collection; involvement of local leaders in mobilizing people to pay their taxes; involvement of the youth, women and people with disabilities in budget development; and teacher capacity building. These observations and recommendations were summarized and presented at the public hearing the following day. At the end of this workshop, participants saw their budget analysis capacities strengthened and were better equipped to exercise their oversight duties as citizens regarding the use of public funds by local elected representatives. As a final step of the activity, a public hearing was held on May 19, 2019 to engage in a dialogue with citizens and promote transparency and accountability in the management of public funds. Nearly 200 people gathered including representatives of the governor, elected municipal officials, representatives of civil society (local leaders, members of Neighborhood Development Committees, ASACOs, FELASCOM, FERASCOM, CGS, Road Carriers Association, Market Management Committee, Water Committee, Women's Association, Youth Association etc.), the activity took place in the courtyard of the municipality’s office, under the chairmanship of the Mayor. During the public hearing, the Mayor presented the communal council’s management report for year 2018 and answered questions and comments from civil society organizations relating to: the existence of

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) 14 a water expenditure while the municipality has boreholes; the existence of a tax per capita while it was abolished by law; the lack of recovery for certain taxes; and the mechanism for levying investments. Participants made a number of recommendations to the municipal council including: improving tax collection (TDRL, road tax, tax on livestock and firearms); involving local leaders (chefs de quartiers) in sensitizing the citizens regarding tax collection; conducting a diagnostic study on the needs of youth; establishing consulting boards for women, youth, and persons with disabilities to take into consideration their needs in the budgeting process; entrusting the management of the bus station to youth economic structures; and including gender support activities in the annual plan. Held a public hearing on the financial reports of Kati commune: On April 25 and 26, Mali SNGP partnered with a local development festival in Kati and collaborated with GSB to organize two public debates/hearings on: 1) the 2018 financial reports of the urban commune and the District Council of Kati; and 2) the 2019 PDESC of the Commune of Kati. Although Kati is about a 30 minute-drive from Bamako, it is the largest Cercle in the region of Koulikoro. Partnering with the festival, Mali SNGP facilitated two first-time-ever public hearings at the district level to give locally elected officials a platform to explain to citizens what development actions they planned for 2018, what was and was not achieved and why, and to give citizens the opportunity to ask questions. Held on a public square and open to all citizens with no restriction, unlike previous debates held in offices or conference rooms, the public hearing on the financial reports was led by two locally elected officials from the office of the Mayor and attracted a crowd estimated at more than 200 people, including women, youth, members of CSOs, and the media. The presentation highlighted:

• The very low amount of local resources mobilized as citizens are still reluctant/unwilling to pay their taxes, • The lack of reliable data on facilities/properties for which taxes are to be collected, and • The lack of reliable data on the number of citizens who should be paying taxes. On these three issues, the office of the Mayor requested assistance from donors, specifically USAID, to conduct an inventory of facilities/properties and a population count in the commune, both of which will significantly help improve local resource mobilization. The public hearing helped to diffuse social tensions as citizens were continuously frustrated with the office of the Mayor for their poor accountability and lack of transparency. Concurrently the announcement of the public hearing put pressure on the commune to finalize their PDESC. “The debates will help to curb down social tension and preserve social cohesion in Kati’’, said one participant. Supported analysis workshops on the financial Reports of Fiscal Year 2018 in Finkolo and Kaboila communes of Sikasso. On June 10-14, Mali SNGP supported an analysis workshop on the financial reports of the rural commune of Finkolo in the Sikasso region. The workshop gathered 64 participants including 4 women. On June 24, a workshop was held for the rural commune of Kaboila that attracted 68 participants, including three women. The workshops focused on the financial reports of the previous year, the annual implementation status of the PDESC, and the current state of the CT structure, their operations, and related services. The workshops are preparation for the public hearings that will be held in the next quarter. The activity is also a requirement for the approval of the CT’s preliminary budget for the subsequent year by the supervisory body. These activities give CSOs the opportunity to monitor the management of public

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) 15 affairs and influence the decision of the local authorities in the provision of quality basic social services (Education, Health, Water). Before closing the workshop, participants made major recommendations. Participants recommended capacity building for elected officials, CT technical staff, and of CSOs on CTs’ PFM. In addition, during the workshop in Finkolo the tax on motorcycles/bicycles was reviewed. As a result, participants on the spot contributed more than 730,000 FCFA for the Analysis of the management by the rural commune of Kaboila motorcycle/bicycle circulation tax and the prior to the public hearing on 2018 administrative account Local Regional Development Tax (TDRL). Photo: Mali SNGP Staff Public Hearing Rural commune of Kaladougou (Dioïla): June 25, 2019, 75 participants including 19 women attended the public hearing on the financial reports of the Kaladougou (Dioïla) rural commune. Various communications during the event revealed that in 2018, the Kaladougou rural commune was able to conduct 32 activities out of the 60 planned activities. Among the achieved activities, five were conducted using domestic funds and 27 using funding from partners. In terms of resource mobilization, the recovery rate of TDRL is 57% (i.e. 13,071,620 FCFA out of 22,930,750 FCFA). Out of 23 villages that make up the commune, eight have fully paid their TDRL. And among these eight villages, five received the Encouragement Award for Best Contributors. Before the closing of the public hearing, participants made some recommendations including: conduct a comprehensive census on taxable sources of Kaladougou rural commune; complete the updating process of the Kaladougou commune’s fiscal rate by involving the Finance Committee; secure the Mayor’s presence in the next public hearing; establish a consulting board for tax collection in the commune of Kaladougou; involve administrative and political authorities in the fight against stray animals; and train local leaders (villages chiefs and heads of neighborhoods) on their roles and responsibilities in local development. Public hearings in Kayes and Tombouctou on financial reports were postponed. Initially scheduled for June 11-18, 2019, the public hearing on the administrative account of the Kayes Regional Council was postponed to a later date due to financial management issues at the Regional Council level. The program’s Contracting Officer’s Representative (COR) recommended that Mali SNGP reorient its efforts towards including the Regional Council on the list of institutions to be audited as part of the CGSP-BVG Joint Audit Mission planned from June 16-30, 2019 with the support of the program. Mali SNGP will thus be able to assert its presence in the field to promote good governance. Due to the deterioration of the security situation in Tombouctou and targeted killings in the city, including the assassination of Douékiré’s Mayor and the kidnapping of Tombouctou urban commune’s Mayor and first-deputy Mayor, the Regional Council called for the postponement of the public hearing regarding the financial reports of Tombouctou’s urban commune. Activity 10: Test and Support the Establishment of An Accounts Tracking System for Regional Councils and Local Collectivities Output 10.2: Pilot GM2i software in Sikasso and assess its feasibility for expansion

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) 16 Supported follow-up mission for the establishment of Gm2i tool in pilot communes. Mali SNGP through its embedded TA provided technical assistance on April 1-11, 2019 to the first follow-up mission to monitor the use of the Gm2i tool in the 10 pilot communes in Sikasso namely the communes of Missirikoro; Zangaradougou; Gongasso; Diomaténé; Natien; Kourouma; Dogoni; Kapolondougou; Finkolo-Ganadougou; Blendio. This The follow-up mission team posing with beneficiaries mission aimed to implement the communal of the Gongasso commune in the region of Sikasso. management tool in the 10 pilot communes and Photo: Mali SNGP/Mahamadou DOUMBIA identify the difficulties encountered by financial advisors in the use of the communal management tool. The mission team made the following observations:

• The trained beneficiaries (secretaries general, payment administrators) have an appreciable level of understanding in the use of the tool; and • The beneficiaries of GM2i are confident that it will improve their performance in managing budgets, revenues and expenditures while increasing the quality of the financial statements they produce. The beneficiaries raised some concerns regarding the eventual non-acceptance of statements generated using Gm2i (the liquidation sheets, the payment orders, the credit notices, etc.) by tax collectors and the financial controllers due to a lack of harmonization with official documents. As such, they recommend the harmonization of documents. The mission team confirms that GM2i was deployed in all ten (10) of the pilot communes. Beneficiaries are ready to use the Gm2i tool to manage the flow of financial information in their communes and recognized the importance of the Integrated Communal Management Interface in improving reliability and transparency in the processing and tracking of financial and civil register information. Initiated the deployment of Gm2i tool in Tombouctou. The embedded TA met on April 2, 2019 with the local authorities of the urban commune of Tombouctou to share with them the features of the communal management tool Gm2i, including revenue management, expenditure management, budget management, and civil register management. The First Deputy Mayor welcomed the fact that this tool will not only help increase traceability of expenditures but also improve transparency in the management of the municipality’s resources. The General Secretary was impressed by the Gm2i tool which covers the major roles of a municipality and provides easy access to reference documents (texts and laws of decentralization). The embedded TA in collaboration with the local Mayor’s office, will establish a deployment plan of Gm2i tool at the urban commune of Tombouctou. Activity 11: Increase Local Collectivities Domestic Resources Mobilization Capacity Output 11.1: Conduct at least two (2) pilot activities in two (2) demonstration regions to trial local resource mobilization approaches; Based on the recommendations from the Report on Approaches to Regional Resource Mobilization, finalized in March 2019, Mali SNGP started the initial process of identifying pilot projects to increase the CTs resource mobilization capacity. The pilot projects aim to improve tax/user fee administration processes, revenue forecasting, and revenue collections. A first step in the process, the project produced the

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) 17 Resource Mobilization Pilot Manual that was submitted to USAID in June. The manual is currently being translated into French and outlines the process of identifying the projects. Pilots are tentatively planned for Sikasso and Bamako as they both asked for assistance in this area. The pilots will be implemented with support from the project’s TAs and/or newly hired Field Agents with a goal to facilitate improvements in collections and support the improved processes for the collection of the user service fees potentially in the areas of garbage collection, markets, water supply, etc. Activity 12: Assessment of Property Tax Systems for Improved Revenue Generation in Bamako This activity will start in Quarter 4. Activity 13: Assessment of Revenue Generating Opportunities in the Mining Sector This activity will start in Quarter 4. Activity 14: Train Women in Decision-Making Positions of the Malian Civil Service Output 14.1: Design and implement a needs assessment for Women in Decision-Making Positions; Conducted a needs assessment for the training of women in decision-making positions of the Malian Civil Service. In January 2019, Mali SNGP conducted a needs assessment to identify key training needs for women occupying senior decision-making posts in the Malian Civil Service (in the Ministries of Economics and Finance; Women, Children, and Family; Territorial Administration and Decentralization; Health; National Education; Higher Education; and Innovation and Scientific Research). The assessment identified capacity building needs to support women occupying these positions to carry out their day-to-day functions. Following the assessment, Women in Law and Development in Africa (WILDAF) organized a one-day workshop on April 25, 2019 with representatives from the aforementioned ministries and CSOs (ten women and three men), to validate the identified training themes to ensure that they addressed the needs and priorities outlined in the assessment. During the workshop, participants identified key themes for the training including: gender and development, women's leadership, citizen participation and accountability, and gender-responsive budgeting in a context of decentralization and regionalization. Currently WILDAF is developing modules for the training in collaboration with Banyan Global, which it will pilot in Bamako in August 2019 and then refine based on pre- and post-training surveys. Subsequently, WILDAF will roll out the training to 180 women in decision-making positions in six ministries in Bamako and their branches in four other regions.

COMPONENT 2 Under Component 2, Mali SNGP supported efforts to give Malians’ access to reliable and timely information on PFM systems and reinforce regional consulting boards with the aim of strengthening coordination among the central State, subnational governments, and civil society organizations. Additionally, the program brought on a consultant to work with the Mali SNGP communication team to revise and update Mali SNGP’s communication and advocacy strategies and create a detailed implementation plan that will provide for a robust set of communication activities for the remainder of the program to have a significant impact in disseminating key messages and increased communication between the GOM and its citizens.

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) 18 Activity 15: Regional Planning for Sustainable Website Development and Management No activities took place this quarter but will resume in Quarter 4. Activity 16: Update/Develop a Strategic Communications Campaign with Multiple Elements Output 16.1: Working with the DGCT and CFCT, design and implement a Communications Campaign to disseminate key decentralization and PFM information See Activity 22 for the narrative relating to this Output. Activity 17: Build Capacity and Promote Communication Among Actors on PFM Output 17.7: Provide technical assistance to the sub-national councils in budget analysis and how to develop questions during the budget adoption process. The Analysis workshops described under Component 1, Activity 9 contributed to this output. Activity 18: Develop and Disseminate Citizen’s Budgets This activity will start in Quarter 4. Activity 19: Provide Orientation for Newly Elected Officials This activity will start in Quarter 4. Activity 20: Support to CROCSADs, CROCEPs, and Regional Development Consulting Boards (RDCB) Output 20.1: Through TAs, facilitate two regional CROCSADs, two CLOCSADs (cercle level) and two CCOCSADs (commune level) Supported Regional Development Consulting Board (RDCB) Meetings in Kayes on resources transferred from central governments to SNGs in the education and health sectors in Kayes, May 16-17: Mali SNGP initiated quarterly RDCB meetings in the regions to supplement the less flexible and more formal mechanisms (CROCAD, CLOCSAD, etc.). The RDCBs facilitate coordination and communication between SNG stakeholders, CSOs and citizens on specific regional development themes. The meeting in Kayes was the first in the series of quarterly RDCBs meetings planned for the region. The representative of the Governor of Kayes launched the meeting with the Secretary General of the Regional Council. The meeting was attended by representatives of the District council and of the Mayor of the Commune of Kayes. The 50 participants included seven women representing umbrella women and youth CSOs in Kayes, various decentralized technical services, and stakeholders from Participants at the consulting board of the region. The regional representative of the MEF stakeholders on the implementation of transferred presented data on resources transferred from the responsibilities and resources in the Kayes region. central government to SNGs in the education and Photo AMAP/Mali health sectors from 2016 to 2018. One key finding was the unsteady trend of transfer of resources in the two sectors, with the amount transferred varying across years, subnational governments, and sectors. Overall, the amounts transferred to SNGs in Kayes in health and education are as follows:

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) 19 Figure 1.2: Activity 20: Amounts transferred to SNGs in Kayes in the health sector in the last three years

Amounts transfered to SNGs in Kayes in the Health Sector from 2016 to 2018

479,833,732 465,327,240 480,000,000 460,000,000 440,000,000 406,155,652 420,000,000 400,000,000 380,000,000 360,000,000 2016 2017 2018

Health.

Figure 1.3: Activity 20: Amounts transferred to SNGs in Kayes in the education sector in the last three years

Amounts transfered to SNGs in Kayes in Education Sector from 2016 to 2018

6,658,838,155 6,700,000,000 6,600,000,000 6,500,000,000 6,400,000,000

6,300,000,000 6,130,473,585 6,130,473,585 6,200,000,000

6,100,000,000 Amounts transfered 6,000,000,000 5,900,000,000 5,800,000,000 2016 2017 2018

Education.

Data source for figures 1.2 and 1.3: Official data from the Deconcentrated Technical Services: The Regional Health Directorate and the Regional Education Directorate of the region of Kayes.

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) 20 The decline in money transferred in the Education sector is due the fact that all education resources were previously managed at the regional-level, but recently secondary education has been re-assigned to Cercle level CTs, resulting in a decrease in the amount of money transferred at the regional level. Efforts are therefore being undertaken to create a CT-level spending management board for the monitoring and mobilization of the Direct Support Fund to Improve School Achievement. In the health sector, the upward trend in the transfer of resources over the previous years is backed by the political will to achieve the 30% target of resources transferred from the central State to CTs. In addition, participants recommended:

• Implementing Executive Notice No.1627 which calls for compliance with the timeline in public expenditure processes; • Putting in place and strengthening flexible consulting mechanisms to speed up expenditure process given the variety of stakeholders involved in the expenditure process; and

• Improving access to information on resources transferred to SNGs. Figure 1.4: State transfers for health vs. Education in As part of the same exercise, the representative Kayes for the last three years of the regional Treasury office presented domestic/internal resources generated by SNGs in the region. The presentation showed the very low level of mobilization, due to the lack of capacity by the of the SNGs to raise the revenues. Mali SNGPs planned activities will help with identifying potential resources and support capacity building with regards to mobilizing the resources through supporting civic engagement initiatives and support to SNGs. As a follow on to the RDCB meetings, Mali SNGP, through the regional Advocacy Committees, recorded a debate on the theme. The debate was recorded and will be aired on local radios in the Kayes region to serve as advocacy tools. Furthermore, Mali SNGP videotaped advocacy messages with locally elected officials to be disseminated in the next quarter via social media, radio and other communications channels that advocate for citizen responsibility of paying taxes and the link between taxes and services. Facilitated the extraordinary session of Kayes Regional Committee for Coordination and Monitoring of Development Actions (CROCSAD): Mali SNGP facilitated an extraordinary session of the Kayes region’s CROCSAD. Held on June 14, 2019 in the governorate of Kayes, this activity brought together 57 people, including 15 women from the Regional Council, Deconcentrated Technical Services, and the ADR-Kayes. The extraordinary session of the CROCSAD aimed to validate the Regional Strategic Development Plan (PSDR) and the Regional Development Plan of Kayes (PDRK or regional PDESC). It also provided an opportunity to present validated projects to be submitted for CPR-D (State-Region Contract Plan for Kayes District) funding. Projects included agro-pastoral development and the construction of a baobab product processing unit. In total, five projects were selected and financed with the aim to increase and diversify not only the revenues, but also to create jobs. At the end of the CROCSAD, participants made three main recommendations:

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) 21 1. Disseminate broadly the PSDR and the PDRK; 2. Speed up funding for the regular meeting of CROCSADs to monitor the progress of CPER-D (State-Region Plan Contracts for Kayes District) projects; and 3. Create the regional CPER-D Project Monitoring Committee. Consequently, the wide dissemination of the PSDR and the PDRK will enable Mali SNGP to provide support for transparent and participatory management of public funds in regional planning. In addition, the timely provision of funds for the holding of the CROCSAD—like other regional consulting boards— will provide an opportunity for discussions and exchanges on regional economic development priorities in connection with the DER strategy (Regional Economic Development). Supported the first Regional Development Consulting Meeting in Sikasso on regional and local Development: On May 31, Mali SNGP partnered with the ADR of Sikasso to organize Sikasso region’s first ever regional consulting board meeting on regional and local development. The ADR of Sikasso mobilized over 70 participants representing the regional council of Sikasso and the district council from the seven districts of the region. Also present at the meeting were representatives of CSOs, small and medium sized private businesses in the region, regional governments, technical institutions, local banks, and the media. Through various presentations by the regional council, the ADR, and other participants, the meeting presented:

• An overview of regional and local development; • A case study of local development worldwide, including Canadian strategies, tools, results, limitations and lessons learned; • An overview of regional and local economic development in Sikasso: stakeholders, approaches, tools, results, and limitation; • Presentation of the mandates of the ADRs; and • Presentation of the mapping of regional development stakeholders. The following recommendations were made:

• Increase the duration of the regional development consulting meeting, given that one day is not enough to discuss in detail the very important regional and local development issues; • The ADR and the regional council take full ownership of the SNGP initiative to ensure its sustainability; and • SNGs should increase their use of the services of the ADR. The Regional Development Consulting Board Meeting served as a great multi-stakeholder coordination opportunity between the ADR, the Regional Council, and the Association of Malian Collectivities. As part of the meeting, Mali SNGP provided technical assistance to the ADR to develop a mock up Theory of Change for the ADR and also held work sessions with the ADR on the next CROCSAD and CLOCSADs at the commune and Cercle levels that Mali SNGP is planning to support. Activity 21: Conduct PFM Best Practices, Lessons Learned Workshop, and International Conference This activity will start in Quarter 4.

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) 22 Activity 22: Advocacy to Increase Citizens’ Understanding of Themes Related to PFM, Gender Responsive Budgeting and Leadership, Resource Mobilization, and Audits Output 22.1: Revised SNGP Program Communications Strategy and Implementation Plan Revised/Reviewed program’s communication and advocacy strategies: Tetra Tech contracted with Daniel Bernard, an international Communications Consultant, to revise the program’s communication and advocacy strategy, using a process that is both interactive and inclusive. The consultant’s scope included meetings and consultations with a wide range of decentralization stakeholders in Bamako and in the field. Upon his arrival in Mali at the beginning of June, the consultant and the Mali SNGP communications team met with senior leadership of the Direction Générale des Collectivites territoriales (DGCT), Mali SNGP subcontractors (the Groupe de Suivi budgetaire and Women in Law and Development in Africa), the Centre de Formation des Collectivites territoriales, the Cellules d’Appui à la Decentralisation /Deconcentration of the Ministries of National Education, Health and Social Affairs and Economy and Finance, and the Regional Development Agency of Bamako. In addition, several work sessions were held with Mali SNGP leadership and technical staff and USAID’s Alternate COR for Mali SNGP. The meetings reviewed PFM and decentralization-related themes to be addressed during Mali SNGP’s Option Period as well as communications problems, perceptions on decentralization, the audiences, and messages and communication products to be developed and their dissemination channels. With Mali SNGP, the consultant also brainstormed on consolidating data and information collected and prioritized communication themes and tools that will inform the communication and advocacy strategies. To understand stakeholders’ communications perspectives, insights, and challenges, the consultant conducted a two-day consultation with SNG stakeholders in Koulikoro. Meetings included the ADR of Koulikoro, the Mayor of Koulikoro, and the Mayor of the rural commune of Meguetan. Discussions pinpointed issues related to and blocking decentralization, relations between the central government and SNGs, CSOs, and the way communication can be used to address these challenges through relevant communication messaging and channels. The consultancy also brought together Participants engaged in discussions that generated strong insights into decentralization from a regional perspective. Photo: Mali 20 regional decentralization SNGP/Moussa Doumbia stakeholders, including five women (a locally elected female mayor), representatives of the regional and Cercle councils, members of Mali SNGP advocacy committee, regional technical services, the national TV, representatives and other members of regional media outlets, regional women associations, and representatives of Mali SNGP subcontractors GSB and WILDAF. Discussions helped identify various decentralization themes, the challenges and the way to address them through communication. Participants also recommended slogans and messages that can effectively and positively influence decisions makers and citizens’ behaviors to advance decentralization. The identified themes, and proposed slogans, messages, and communications channels will inform the update of Mali SNGP communications and advocacy strategies. Data and information collected so far with help the consultant develop a revised communications and advocacy strategies and plan for Mali at the end of his assignment.

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) 23 Produced information and awareness raising tools on decentralization: Mali SNGP contracted with Acte SEPT and two Malian musicians to produce skits and songs on four decentralization themes. Mali SNGP participated in the rehearsal of all four of the skits and provided useful inputs as well as invited partners such as DGCT, ADR Bamako, CADD Health, and GSB to preview the skits and give their feedback. The program also worked with two Malian singers to create songs and produce video clips on the following themes: citizen participation, access to basic social services based on audit findings and impact on maternal and child health, the importance of public hearings to promote accountability, and the Quota Law 052. Both the skits and songs are culturally effective messaging tools and will be used in wide information sharing and awareness raising campaigns on decentralization that Mali SNGP is planning to conduct during the option period. They will be recorded and performed live when possible or aired/projected during the campaigns on radio and TV, as well as during public events. They are expected to help citizens and decentralization stakeholders gain a better understanding of decentralization and to engage them more in supporting the decentralization process.

COMPONENT 3 During Quarter 3, Mali SNGP continued to build the capacities of ministerial inspectors in performance and compliance audits while supporting pilot audit missions with the aim to implement lessons learned in previous audit trainings. Activity 23: Training in Performance and Compliance Audits Output 23.3: Support five additional training sessions for 16 ministries’ inspectors, the CGSP, and SCCS Supported CGSP in building the capacity of ministerial inspectors in performance audits: Mali SNGP provided support to the General Control of Public Services (CGSP) in conducting a five-day training (May 20-24) on performance auditing for 25 inspectors including three women from 16 ministerial departments. Launched on 20 May 2019 by Mrs. Konaté Salimata Diakité, Head of General Controller of Public Services, this workshop aimed to acquaint new inspectors with the process of performance auditing. More specifically, the trainers who previously took part in a Mali SNGP-supported TOT on performance auditing, shared their experiences with new inspectors and strengthened their capacity on the methodology of performance audits, allowing them to carry out their missions in an effective and efficient way. In her speech, Mrs. Konaté Salimata Diakité, Head of General Control of Public Services (CGSP), said that “This training is an opportunity for new inspectors to become familiar with the process of performance auditing, thus enabling trainers to practice learned training techniques, building on their experiences in field audit missions.” Head of CGSP (left) and Mali SNGP Comp 3 TL (right) opening Speaking about Mali SNGP, Ms. Konaté the training of 30 inspectors on performance auditing. Photo: AMAP Salimata Diakité emphasized: “Mali SNGP’s support in building the capacity of the Office of General Control of Public Services to conduct audits in accordance with international

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) 24 standards, undoubtedly contributes to the achievement of GOM’s vision in public finances control in Mali”. The Team Leader of Mali SNGP Component 3 pointed out that “this training of new inspectors is an added-value for results-based management and monitoring of program-based budgeting, and especially in achieving GOM’s objectives.” This training followed a TOT on performance auditing held on January 14-25, 2019 and field audit missions conducted from February 11 to March 11, 2019. Activity 24: Assistance to the Coordination Board (BVG, CGSP, and SCCS) Output 24.1: Development of audit recommendation implementation tracking guide (coordination board BVG, CGSP, SCCS) with one pilot mission Output 24.2: Support CGSP's website and data base system management for the implementation of audit recommendations and ministries responses Output 24.5: Two Supreme Court Accounts Dept. Training sessions (1) Evaluation of annual financial reports of government agencies; and (2) Management procedures for the Disciplinary Chamber of Finance and Budget. Development of audit recommendation implementation tracking guide (coordination board BVG, CGSP, SCCS) with one pilot mission: The Audit Tracking system in the minimum viable product (MVP) state was developed. This includes a test site which is accessible to the MJP team and CGSP that implements the features outlined in the previously developed and agreed upon specifications. MJP is awaiting feedback from CGSP to proceed with further development of the system. Provided technical assistance to the administrators of CGSP’s website: To ensure a timely publication of relevant information on CGSP’s website, Mali SNGP organized a refresher session to build the capacity of CGSP’s website administrators in managing the website. Supported a SCCS’s training on the proceedings before the Disciplinary Board: Mali SNGP provided financial support to the Section des Comptes de la Cour Supreme (SCCS) to organize a training on the proceedings before the Disciplinary Board. The training for 24 participants including eight women, took place on June 24-28, 2019 and was facilitated by an international consultant from Morocco’s Section des Comptes de la Cour Supreme. The SCCS requested Mali SNGP’s support for a second training which will focus on the validation of program-based budgeting reports (administrative accounts and other accounts related to the implementation of the budget at the national level) which will be carried out next quarter. Activity 25: Communication about Audit/Audit Findings Output 25.3: Two townhall-type meetings on audit findings. Held a Town Hall meeting on the added value of audits in PFM in Dioïla: The Town Hall meeting on the added value of audits in the management of public finances took place in Dioila on June 20, 2019 following an audit mission to the Koulikoro region. The activity brought together 131 participants (with 16 women) including the mayors of all the communes of Dioïla Cercle. Facilitated by CGSP, Bureau du Vérificateur Général (BVG), SCCS, and the Interior Inspectorate, the town hall was an opportunity to introduce participants to basic information on how audits are conducted and the

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) 25 information they provide. Moreover, members of the Interior Inspectorate will make recommendations to the mayors to follow managing public finances in their communes. Activity 26: Pilot Audit Missions to Implement Lessons Learned Output 26.1: Conduct three performance audit missions (including one on gender integration in audit after training). Supported field audit missions: Mali SNGP provided support to three audit missions following the audit performance training of inspectors. The missions targeted the localities of Massigui, Niena and Kayes with the inspectors of the interior Inspectorate. Planned for 15 days (June 16-30, 2019), these audit missions covered three themes:

• Good governance practices at the commune level (based on the management guide on Audit team in Massigui meeting with the communal CTs); council. Photo: Mali SNGP • Proper maintenance of civil records; and • Procurement procedures at the commune level. Mali SNGP Component II Team Leader insured the proper application of the audit methodology.

GENDER-RELATED ACTIVITIES: Gender is a cross-cutting theme integrated into all components of Mali SNGP. Figure 1.5 illustrates the number of women that participated in activities this quarter, disaggregated by subject area. A total of 157 women attended training sessions on public finance management, with 46 attending activities concerning resource mobilization. Their participation in these trainings will increase their capacity to be involved in PFM and is key to amplifying their abilities to advocate for the needs of women and children.

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) 26 Figure 1.5: Indicator 1.7 Number of women benefiting trainings on PFM

Women's participation in SNGP training sessions

157 160 140 120 100 80 46 60 30 35 40 10 20 2 0

Activities specific to gender issues this quarter included preparing the terms of reference for the Year 4 Gender Analysis, holding a training of trainers session on the decentralized management of schools in partnership with the SIRA project, and carrying out data collection for lessons learned from training sessions on Gender Responsive Budgeting and Women's Leadership. Activity 27 Integration of Lessons Learned from the Gender-Responsive Budgeting Training Sessions Output 27.1: Develop and pilot gender-responsive budgeting and women’s leadership training follow-up questionnaires; Output 27.2: Train WILDAF staff, focal points and regional authorities to use the questionnaires; Output 27.3: Undertake data collection across eight regions and Bamako; Integrated Lessons Learned on Gender Responsive Budgeting Training: WILDAF / Mali, with technical support from Banyan Global, developed a survey tool to measure the impact of the trainings carried out over the last two years on gender-responsive budgeting and women’s leadership in seven regions and Bamako. The tool also assesses additional needs to support training participants to intensify and deepen the integration of the training content. WILDAF trained its focal points on the use of the tool in March 2019. It implemented the tool in two northern regions. Soon it will roll out the tool in another five other regions, namely Kayes, Sikasso, Mopti, Gao and Timbuktu, and the district of Bamako. Once WILDAF signs its option period sub-contract, it will also roll out the survey in Segou and Koulikoro. After the data is collected, the analysis will inform as to whether additional trainings and technical support is needed to enhance the application of concepts and lessons learned. Activity 28: Provide Capacity-Building for Newly Elected (Women, Youth And Persons With Disabilities) On Administration And Financial Systems Of Collectivities This activity will start in Quarter 4.

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) 27 Activity 29: Follow-on Gender Analysis This activity will start in Quarter 4. Activity 30: Women’s Leadership Training This activity will resume in Year 5. Activity 31: Provide Capacity Building of Selected School Management Committee and Association of Students’ Mothers on Their Roles and Responsibilities Output 31.4: TOT on CGS financial management record/book keeping and internal governance practices. Conducted a TOT of Education Commission and selected CGS in the decentralized management of schools and community participation: From April 29 to May 2, 2019, Mali SNGP, in cooperation with CADD-Education, SIRA and WILDAF/Mali, organized a workshop to strengthen the capacity of trainers on the decentralized management of schools and community participation activities for the USAID / Mali-SIRA activity. The TOT included an emphasis on informing participants about:

• Their roles and responsibilities within the context of decentralized management of schools. • The process of setting up a "CGS" democratically and the importance of signing partnership agreements between local authorities, the CGS, and other actors active in decentralized school management. The training targeted the technical assistants embedded in the Mali SNGP, regional coordinators of the SIRA project in charge of the community participation, and ADRs. It brought together 104 participants including 27 women and strengthened their ability to carry out trainings so that they in turn can provide training to other actors on the decentralized management of schools. Related to this activity, Mali SNGP provided assistance to CADD Education in the production of TORs for the training of the pool of Focal Points for the prevention of gender-based violence in school settings. This training aims to strengthen the capacity of Focal Points in CGSs and Associations of Student’s Mothers in preventing gender- based violence and providing support to school girls in facing difficulties encountered in school settings.

1.4 RESULTS

REGIONAL ANALYSIS: Participants at the TOT for Education Mali SNGP conducts a regional analysis on a semi-annual basis to Commissions on School Management in a Decentralized system: Photo: WILDAF- Mali assess the current state of governance and any perceived improvements made across the regions. The methodology is the utilization of a classification matrix that is administered in the regions based on the criteria of good governance, that includes transparency, participation, accountability, inclusion, efficiency, and effectiveness. Participants in the survey were local authorities, the deconcentrated technical services of the State, civil society organizations, and the local and international NGOs intervening in each of the regions.

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) 28 Participants were asked to assess the status of governance based on the criteria outlined above answering yes, no, or in part on their perspective of whether the government has achieved certain aspects of good governance. Participants were asked to assess the status of governance based on the criteria outlined above. The data collection is done with a simple random sample with a margin of error of plus or minus 5%. The ranking of the regions is done using a classification scale illustrated in the following table.

Classification Scale Weak Intermediate Emerging Advanced 0 -35 35 - 50 52-80 80+

During the first half of 2019, the regions of Kayes, Koulikoro, Sikasso, Segou, and Mopti were surveyed to measure the state of progress of governance in these regions. From the analysis of the data and in line with the scorecard, we can see that certain regions are experiencing progress and other regions are stagnating and/or losing ground.

Figure 1.6:

Public perceptions on whether governance is improving

70% 64% 63% 60% 57% 50% 46% 46% 39% 36% 40% 33% 28% 29% 30% 26% 20% 15% 7% 10% 7% 4% 0% Koulikoro Ségou Mopti Sikasso Kayes

YES NO IN PART

Results show that 64% of respondents believe that governance is advancing in the Ségou region, 63% in Kayes, 57% in Sikasso, and 46% for both Koulikoro and Mopti. Thus, the regions of Ségou, Sikasso, and Kayes are considered as emerging regions, in terms of good governance, despite the challenges seen throughout the country. In contrast, the regions of Mopti and Koulikoro can be regarded as intermediate regions because they are below 50%. This result is certainly affected by the increased conflict and violence seen in both regions. This may mean that respondents in the two Regions attribute the insecure environment to failures in governance. Respondents emphasized seeing improved access to information, regular public hearings, improved budgeting processes and financial reports of CTs, and increased participation of citizens in the process of developing local public policies including the PDESC and corresponding budgets. However, the targets of our survey believe that CTs have improvements to make with respect to transparency in public procurement and efficient and effective use of resources.

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) 29 Comparative analysis of data: Data for the years 2017, 2018, and 2019 are presented in the chart below for comparison. The region of Ségou increased from 41% in 2018 to 64% in 2019, an increase of 23%. The region of Kayes increased from 54% in 2018 to 63% in 2019, and Sikasso from 47% in 2018 to 57% in 2019.

Figure 1.7:

PUBLIC PERCEPTION OF IMPROVED GOVERNANCE BY REGIONAL CLASSIFICATION 70% 60% 50% 40% 30% 20% 10% 0% Koulikoro Ségou Mopti Sikasso Kayes Yes 2017 39% 40% 47% 45% 57% Yes 2018 44% 41% 51% 47% 57% Yes 2019 46% 64% 46% 57% 63%

Yes 2017 Yes 2018 Yes 2019

Out of the five regions, four continue on an upward trend, with Mopti falling behind. The decline in 2019 in the Mopti region and the minimal increase in Koulikoro may be related to the security environment as noted above. CTs, with the support of Mali SNGP and other partners, entered into an active phase of citizen participation, document and information- sharing, regular public hearings on budgets and financial statements, and the facilitation of exchanges between communities, technical services, and civil society. The results in these regions appear to reflect an increase in trust between citizens and local elected representatives, an improvement in communication and coordination between technical services and communities, and the gradual introduction of a culture of accountability through the public hearings and other consultative frameworks. However, there are still collectivities that have not seen improvement and exhibit a lack of communication between elected officials and citizens, with a planning process that is neither participatory nor inclusive. For example, the district council of Kéniéba in the Kayes region, has not organized a public hearing for over ten years, with the PDESCs being developed by consulting firms. According to those interviewed there is no opportunity for exchange between the Kéniéba government and citizens. Mali SNGP will be putting a field agent in Kenieba and they will be discussing with the local authorities of the need to hold public hearings and other activities to promote dialogue with citizens.

LEARNING QUESTIONS A key result from the Theory of Change workshop was the development of learning questions that will help to better analyze results during the remaining years of the program by adding a qualitative analysis to supplement quantitative data that will assist in identifying the success and impacts, and areas of improvement of the program. The research questions were built around three main learning questions

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) 30 or sub-themes, each corresponding to the expected results of the components of the Mali SNGP program. During this quarter the results of the analysis highlight what appear to be program-induced changes in the communities in the Kayes area. The data collection mission was conducted in the Kayes region from June 17 to 30, 2019. It covered the Cercles and urban communes of Kayes, Kiénéba, Kita, and Koniakary as well as the rural communes of Dombia and Madina. The collection tools and techniques are based on individual interviews with 54 individuals with 12 focus groups. The targets of this collection are the councils of region, Cercle, commune, the technical services of the State, and CSOs. The analyzed data relates only to the localities mentioned and does not constitute a representative sample of the whole region. The purpose was to collect and analyze data from a few communities that benefited from the support of the program and its partners. Learning Questions: LQ 1: To what extent do the Central Government and Territorial Collectivities demonstrate increased capacity in planning, implementing, reporting and managing public finances? Mali SNGP has provided significant support to the subject CTs in improving the capacity of stakeholders’ knowledge and utilization of planning tools. Based on the results of the data analysis, 92% of respondents in the sample CTs claim that their planning process improved. 89% of those interviewed felt that the process of developing the new PDESC was more participatory and inclusive in contrast to previous years when the CT’s PDESCs were developed by consulting firms or small teams. This improvement can be related to the steering committees that were established by Mali SNGP and the ADR that ensures representation from all sectors of the society. The CTs now have PDESCs and budgets that are more realistic, achievable, and in line with local realities.

Figure 1.8:

Has there been improvement in the capacity of the Territorial Collectivities in planning, implementation, reporting and management of public finances and the consideration of the specific needs of women, young people and vulnerable people in the planning 92% 100% 83% 80% 60% 45% 38% 40% 29% 26% 31% 31% 20% 4% 4% 9% 9% 0% Improvement of the Inclusive participation in Mobilization of internal Effectiveness of the planning process of the planning process of resoucres of Territorial transfer of resources Territorial Collectivities Territorial Collectivities Collectivities from central State to Territorial Collectivities

YES NO In PART

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) 31 Government representatives emphasized that they are seeing improved capacity in the management of transferred responsibilities and in the preparation of development objectives and corresponding budgets. The Prefect of the Kayes Cercle expressed his satisfaction with the technical quality of the documents and budgets submitted by the CTs for approval. Similarly, the Regional Directorate of Health (DRS) maintained that there is great improvement on the part of the CTs related to health services, especially in the detailed planning that includes revenues, expenses, and related objectives. In terms of raising revenues at the local level, 45% of participants reported that the level of revenues is still quite low. Although this is the current sentiment, Mali SNGP and the ADR of Kayes saw an increase in revenues in certain communes. According to the manager of Madina Flabougou, Cercle of Kita, the rate of mobilization of resources was less than 50% in 2015 and 2016. The rate increased significantly to 73% in 2016, 87% in 2017 and 73% in 2018. The Rural Commune of Didenko, Cercle of Kita was at an 80% recovery rate of the TDRL in 2018. The mayor attributes this successful recovery rate due to the increased collaboration with the leaders of villages. Local governments can rely on the assistance of those that have influence such as village chiefs and women and youth leaders, to encourage citizens to pay their taxes. Mali SNGP also did significant advocacy work in the region over the life of the program that included public hearings on PFM and radio shows that probably contributed to this success. With respect to resource management, only 37% of the believe that it is transparent, effective and efficient. However, stakeholders (technical services and CSOs) stated that they believe that CTs are in the process of improving the management of their resources compared to previous years which correlates to the regular organization of public hearings around budgeting and financial reports, as well as the participation of all stakeholders in the planning process. LQ 1A - To what degree are the specific needs of women, young people and vulnerable people considered in terms of planning and budgeting? SNGP maintains that inclusion of women and youth in planning would result in improved gender responsive planning. The information collected from the interviews regarding improvements in the PDESCs showed that in the Koniakary urban district there were four market gardening projects for women and the construction of the women's center that were included in the most recent PDESC and budget. Similarly, the PDESCs of eight communities, including five in Kiénéba and three in Nioro Sahel, provided for the training of women, the creation of income generating activities primarily focused on women, and children's education. These results are thought to be relate to the inclusion of women and youth in the planning process and the improved capacity in gender responsive planning and budgeting, both interventions provided by the program along with their partner WILDAF. LQ 2 - Does citizen's access to information improve the demand for and the provision of basic social services and accountability?

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) 32 Figure 1.9:

Has citizens' access to information improved the demand for, and provision of, basic social services and accountability. 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Organization Citizen Access of Participatory of public participation Consideration citizens to and inclusive debtes on Relevance/app in of the informations elaboration of budget ropriation of consultations recommendati related to PDESC and allocations and languages and and other ons of citizens elected Budgets of administrative communicatio public debates by elected council Territorial accounts of n channels with the officials sessions Collectivities Territorial Territorial Collectivities Collectivities YES 75% 71% 61% 82% 86% 64% NO 7% 11% 18% 18% 14% 21% IN PART 18% 18% 21% 0% 0% 14%

YES NO IN PART

The establishment of the aforementioned steering committees by Mali SNGP and the ADR at the local level is thought to have increased the access to information. The steering committee, in conjunction with the elected council, meets to discuss all issues related to community development. Thanks to this mechanism, the CTs communicate more effectively with citizens which in turn increases their trust in their local government. According to 75% of those interviewed, citizens have access to information from elected council sessions and 71% believe that people participate in the process of developing the PDSEC development process is inclusive. The communal councils of Kayes, Koniakary and Dombia regularly hold public hearings on their budgets and their financial accounts. The hearings are public and open to all citizens. Access to information is also facilitated by the use of local radios and the dissemination of messages in local languages. In these localities, citizens seem to have increased confidence in elected officials and are more amenable to paying taxes. This may explain the strong involvement of village chiefs and hamlets in the collection of taxes. The mayor of the urban commune of Koniakary says that "citizens have understood through public hearings and consultation frameworks that the mayor is not a" fama "(king) but an ordinary citizen in the service of communities". In addition, increased confidence in the elected officials was also exhibited in the Madina commune, where some villages (Kolein, Lekonis, Bobonti, Bambara, Moromoro and Guenekoro) received support of the diaspora to mobilize enough funds to build schools. At the regional level, technical services, communities and society meet in exchange frameworks, facilitated by SNGP, to discuss development and local governance issues. It should be noted that in many of the target CTs, accountability, communication and consultation between the different actors became a reality thanks to the regular maintenance of the exchange frameworks and public hearings. According

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) 33 to the Kayes Regional Health Directorate, participation is inclusive in the health sector, and is no longer the sole responsibility of the technical services, but of all the health actors (CT, ASACO, CSOs and NGOs).

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) 34 2.0 COORDINATION ACTIVITIES

Hosted USAID Civic Engagement Project to fine-tune synergies opportunities: During the Quarter Mali SNGP hosted the COP, the DCOP, and the Communications Officer of USAID Civic Engagement Project (CEP) as part of the coordination efforts between projects. Based on CEP’s review of Mali SNGP Year 4 Work plan, opportunities for collaboration were identified under the following Mali SNGP activities:

• Activity 6. Build capacity to promote communications among actors on PFM: Both projects technical staff will work out details for CEP’s buying into three of Mali SNGP’s Media TOT in Sikasso, Bamako, and Tombouctou while both will coordinate the training of traditional communicators and interim authorities in the northern regions. • Activity 17. Develop and Disseminate Citizen’s Budget: The two projects will work to integrate CEP’s Mali SNGP’s Advocacy committees in Mali SNGP regional TOTs for CSOs to produce the simplified regional budgets. They will consider jointly holding Cercle and commune-level public debates/hearings and outreach campaigns on decentralization themes using individually and/or jointly produced skits, radio and TV campaigns materials. • Activity 20. Advocacy to increase citizens’ understanding of themes related to PFM, Gender-responsive Budgeting and leadership, resources mobilization: Under the implementation of its Communication and Advocacy Strategies, Mali SNGP and CEP will tap into their respective resources and add value where possible (e.g., CEP will formalize the use by SNGP of Studio services based on CEP’s contract with them.) Communication officers and technical staff of Implementing Partners of USAID Peace, Democracy and Governance Office identify communication products for Mopti - the COPs of USAID-funded projects under the Peace, Democracy and Governance Office, the Communication Working Group (Communization specialists of Mali Justice Program, Civic Engagement Project (CEP), EMERGE (NDI) and Mali Subnational Governance Program) meet periodically over the quarter to identify communication interventions and strategies that can contribute to restoring peace and confidence in the Mopti region. Specifically, the meeting participants identified communication themes, channels for disseminating communication products, target audiences, partners, as well as pilot activities the IPs can implement jointly in the region. Mali SNGP is leading the Communication Working Group through its Communication Specialist. Built coordination opportunities with USAID-funded SSGI project: To pool efforts for the achievement of their respective goals, Mali SNGP and USAID-funded SSGI (High Impact Health Services) met on May 7, 2019 to discuss on coordination opportunities between the two projects, particularly focusing on the use of the scorecard for strengthening the Mutual Assistance Agreement (CAM) which is a convention that links commune-level CTs and the Community Health Associations (ASACO), specifying the roles and responsibilities of each party in the implementation of health activities. As an instrument for measuring the implementation of the Mutual Assistance Agreement between commune- level CTs and ASACOs, the scorecard was developed by SSGI project to facilitate ownership by municipalities and ASACOs of the development and contracting process of CAM and its application. Following discussions, Mali SNGP and SSGI project agreed that the implementation or dissemination of the scorecard can be done through ACTIVITY #8 of the project’s WP for option years “Provide Technical Assistance to CADD/HE to Train Local Collectivities, ASACOS and Health Management Committees on PFM and

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) 35 Laws Governing Health Management in a Decentralized System”. Thus, training activities will target stakeholders (ASACO, FELASCO, FERASCOM, elected officials, etc.) to build their capacities on their roles and responsibilities in the decentralized management of the health sector. Moreover, given the importance of the scorecard to induce positive changes in the management of the health system, the training activities will also target Mali SNGP’s embedded TAs and the ADRs to strengthen the close technical support to communes and circles. To this end, the SSGI project developed training modules and maintains a pool of trainers in its intervention regions.

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) 36 3.0 SUCCESS STORIES

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) 37

Public Hearings Boost Accountability, Transparency and Citizens’ Participation in Local Governance The urban commune of Kati is just 15 km away from Bamako and has Through an unprecedented over 120, 000 inhabitants. Despite being one of the most active and public hearing, USAID welcoming cities around Bamako, Kati underperforms with respect to good governance. There is a deep disconnect between locally elected helped to diffuse social officials and citizens. Elected officials are reticent to engage with citizens, tension and build confidence which in turn, makes citizens lose confidence in their local government. between locally elected Bringing citizens and their locally elected officials together was a difficult officials and citizens exercise, however USAID’s Subnational Governance Project (SNGP) made it possible through a public hearing focused on commune management. It all started with a local music and art festival that attracts many citizens, mostly youth and women, as well as locally elected officials. Mali SNGP convinced the mayor of Kati to hold a public hearing on the 2018 annual financial reports at the festival. Never before had a public square served as the venue of a public hearing in Kati. The hearing was held at night rather than during the day, when women were finished their daily household chores and youth were free to participate. Most hearings are held in office buildings during business hours when many citizens are busy with their daytime employment and household responsibilities. Though hesitant when the hearing was first suggested, Kati’s office of the mayor finally bought into the idea thinking it could help defuse growing social discontent. Daouda Maiga, a local resident in Kati asking the At the hearing, participants discussed the commune’s development mayor what they do with taxes. plans, the resources collected and invested in 2018, and achievements as well as shortfalls. “The guys from the Mayor’s office just told us publicly that citizens are paying some taxes. What do we get out of it? What do they do with those taxes for us citizens?’’ asked Daouda Maïga, a resident from a “The guys from the Mayor’s office neighboring district in Kati. Sensing the crowd’s keen interest in the just told us publicly that citizens are exercise, Mr. Bouillé Diallo, the elected deputy mayor entered the paying some taxes. What do we get discussion by underscoring the importance of the payment of taxes so out of it? What do they do with those that services can be provided. There was a spirited debate between local taxes for us citizens?’’ asked Daouda government officials and the community about the availability of Maïga, a resident from a government services provided and the need for community members to neighboring district in Kati. pay their taxes, “Only 31% of the projected local taxes are actually collected,” Mr. Diallo said. The hearing went a long way to helping citizens feel their government officials were being held accountable. Recognizing the gains from the public hearing, Kati officials held similar hearings in all the other districts the following month.

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) 38

4.0 MONITORING AND EVALUATION

Table of Indicators

Baseline Current Indicator Name and Reporting % FY 19 FY 20 Value Quarter Current Quarter Result Reason for +/- 10% variance Number frequency Variance Target Target Target

IR 1: National and Sub-National Public Financial Management Systems Strengthened

1.4 Percentage difference between the value of funds budgeted Data related to this indicator are for Education and value Annually 26,36% 23,50% 23,00% collected and reported annually. transferred for this service (disaggregated by region)

1.5 Percentage difference between the value of funds budgeted Data related to this indicator are for Health and value Annually 15.05% 13.50% 13.00% collected and reported annually. transferred for these services (disaggregated by region)

1.6 Number of Civil Society Organizations participating in the Data related to this indicator are Annually 3 40 50 budgeting process collected and reported annually. (disaggregated by Region)

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) 39

Baseline Current Indicator Name and Reporting % FY 19 FY 20 Value Quarter Current Quarter Result Reason for +/- 10% variance Number frequency Variance Target Target Target

The large participation of women in activities related to the public debates in Koulikoro, Sikasso, and Segou and internal resource REGIONS: mobilization in Sikasso explain why • Kayes: 20 we exceeded the target during this reporting period. This mobilization • Koulikoro: 70 1.7 Number of women is the result of various awareness • Sikasso: 83 benefiting trainings on making activities and advocacy Quarterly 0 185 +51% 750 500 PFM (disaggregated by • Segou: 76 initiatives conducted aiming at Region) • Mopti: 5 improving women’s civic • Gao: 7 participation within project • Bamako: 19 intervention areas. The organizational approach of these TOTAL: 280 activities also, based on targeting civil society organizations comprising women associations, brought an added value.

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) 40

Baseline Current Indicator Name and Reporting % FY 19 FY 20 Value Quarter Current Quarter Result Reason for +/- 10% variance Number frequency Variance Target Target Target

This negative variance (-14%) is due to the fact that some planned REGIONS: activities were not implemented. • Kayes: 21 This was due to a variety of factors. One is the inaccessibility of • Koulikoro: 54 official documents which are • Sikasso: 89 required to support the • Segou: 61 1.8 Number of days of implementation of activities such as • Mopti: 31 Technical Assistance the 2018 Citizens’ Budget. The • Tombouctou: 11 provided to partners at public hearing at the national level • Gao: 12 national and sub- is based on this document, which • Bamako: 44 national level (GSB, Quarterly 0 375 -14% 1500 800 has yet to be produced by the TOTAL: 323 WILDAF, ADR, CR, Direction Nationale du Budget.

Technical Services): Service delivery : Other activities were postponed (disaggregated by for reasons of government region; service delivery • Budgeting : 21 • Decentralization : 204 schedules as well as some • Resource mobilization : 28 instances where needed • PDESC : 4 preparation by different • Public Finance : 66 government partners did not taken TOTAL : 323 place on time. (For example, the CROCSAD and the public debate in Kayes).

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) 41

Baseline Current Indicator Name and Reporting % FY 19 FY 20 Value Quarter Current Quarter Result Reason for +/- 10% variance Number frequency Variance Target Target Target

1.9 Number of Plan de développement économique, social et culturel (PDESC, or Data related to this indicator are communal development Annually 50 TBD TBD collected and reported annually. plans) that include proposed activities in the WASH/Health sector.

IR 2: Coordination and Communication between National and Sub-National Government and Civil Society Improved

2.1 Number of public The target was not met. One of the awareness raising planned public hearings at the activities on sub-national national level could not be held as planning and budgeting the government did not produce (disaggregated by LEVEL: the official document required to national & Sub-national, • National: 0 support the implementation of the languages) Quarterly 0 6 • Sub-national: 3 -50% 25 10 planned activity. (The 2018 Citizens’ Budget). In other cases the TOTAL: 3 activity requires multiple steps, and the first step has been completed but the second step is planned for the coming quarter. The activity will be counted once complete.

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) 42

Baseline Current Indicator Name and Reporting % FY 19 FY 20 Value Quarter Current Quarter Result Reason for +/- 10% variance Number frequency Variance Target Target Target

2.2 Number of advocacy REGIONS: The difference (-80%) is due to the initiatives on sector • Kayes: 4 fact that discussions with partner governance issues • Koulikoro: 0 radios in the regions and some of undertaken by civil • Sikasso: 0 the recording of messages were not society organizations • Segou: 0 completed before the end of the with USG support • Mopti: 0 quarter. The partnership with a (disaggregated by region • Tombouctou: 0 radio station in Kayes for the and themes) • Gao: 0 dissemination of advocacy messages will begin in Quarter 4. The Quarterly 0 20 • Bamako: 0 -80% 80 40 TOTAL: 4 process of signing partnership with radios at regional level and recording of messages is underway THEMES in other regions. In the coming • Civic participation: 1 months, messages on Civic • Resource mobilization: 2 Participation, resource mobilization • Gender sensitive and Gender Sensitive budgeting will budgeting: 1 be broadcasted within all regions. TOTAL: 4

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) 43

Baseline Current Indicator Name and Reporting % FY 19 FY 20 Value Quarter Current Quarter Result Reason for +/- 10% variance Number frequency Variance Target Target Target

2.3 Number of USG- The difference (-80%) is due to the supported activities fact that discussions with partner designed to promote or radios in the regions and some of strengthen the civic REGIONS: the recording of messages were participation of women • Kayes: 1 not completed before the end of (disaggregated by the quarter. The partnership with • Koulikoro: 0 type/Region) a radio station in Kayes for the • Sikasso: 0 dissemination of advocacy • Segou: 0 messages will begin in Quarter 4. Quarterly 0 5 • Mopti: 0 -80% 20 10 The process of signing partnership

• Tombouctou: 0 with radios at regional level and • Gao: 0 recording of messages is underway • Bamako: 0 in other regions. In the coming TOTAL: 1 months, messages on Civic Participation, resource mobilization and Gender Sensitive budgeting will be broadcasted within all regions.

2.4 Number of REGIONS: The target was not met; because framework of • Kayes: 2 the CROSCAD of Kayes region consultations held • Koulikoro: 0 was not held – it was postponed (disaggregated by • Sikasso: 1 because the government was not region) • Segou: 0 prepared for the final CROCSAD. Quarterly 0 4 -25% 17 12 • Mopti: 0 Arrangements are being taken for • Tombouctou: 0 its achievement in the next • Gao: 0 quarter. We note that preliminary activities for other frameworks • Bamako: 0 have been already achieved. TOTAL: 3 IR 3. The Contrôle General pour Services Public (CGSP) capacity to conduct performance audits that meet international standards and ability to monitor public spending and service delivery at the national and sub-national levels improved.

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) 44

Baseline Current Indicator Name and Reporting % FY 19 FY 20 Value Quarter Current Quarter Result Reason for +/- 10% variance Number frequency Variance Target Target Target

3.2 Number of days of Technical assistance All three performance audit provided to reinforce missions planned for the fiscal year Quarterly 0 25 86 +244% 100 50 CGSP in the audit of were held during the reporting performance and audit period. of conformity

3.3 Number of communication activities Data related to this indicator are Annually 0 7 5 organized on audit/audit collected and reported annually. findings

3.4 Number of women This increased performance is due controllers trained in to the inclusion of other control Quarterly 0 11 +57% 30 15 performance audit and 7 institutions in the trainings. conformity audit

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) 45

5.0 MANAGEMENT AND ADMINISTRATIVE ISSUES

On March 28, 2019 Mali SNGP was officially awarded a signed modification that gave the program the two additional option years taking the program to February 8, 2021. A finalized workplan covering the period through Quarter 2 of Year 5 was approved by USAID on June 12, 2019. These activities reflect all changes and adaptations in the new revised SOW for the option period.

• Mali SNGP hired the following additional staff: • On April 3, 2019 Jaebez Poudiougou was brought on as DCOP Operations. Zyck Baggett, formally in the DCOP Operations role transitioned to the role of DCOP Technical. • Mohamed Traore was hired on June 4, 2019 as the IKMS Assistant. Recruitment is under way for the (6) new field agents referred to under Component 1.

MALI SNGP: YEAR 4 FY2019 Q3 Quarterly Report (April-June 2019) 46

MALI SUB-NATIONAL GOVERNANCE PROJECT (SNGP) TRIP REPORT CONSULTANT: CLINTON SEARS 47